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Corporate re-branding: is cultural alignment the weakest link?

Gotsi, M. and Andriopoulos, C. and Wilson, A.M. (2008) Corporate re-branding: is cultural alignment the weakest link? Management Decision, 46 (1). pp. 46-57. ISSN 0025-1747

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Abstract

This study seeks to empirically examine cultural alignment with new corporate brand values in the rebranding aftermath. The empirical findings highlight that despite the firm's internal communication initiatives, current staff attitudes and behaviours are not aligned with the new corporate brand priorities. Resistance to change appears to play an important role in this respect. Yet, interestingly, some divisions view the current culture as more aligned to the new corporate brand than others. Moreover, staff that have joined the firm after the rebranding exercise view the current culture as more aligned to the new corporate brand values than those who have been with the firm since before the launch of the new corporate brand.

Item type: Article
ID code: 7375
Keywords: change management, corporate branding, employee attitudes, employee behaviour, organizational culture, strategic alignment, Commerce, Business, Management and Accounting(all), Management Science and Operations Research
Subjects: Social Sciences > Commerce
Department: Strathclyde Business School > Hunter Centre For Entrepreneurship
Strathclyde Business School > Marketing
Related URLs:
    Depositing user: Strathprints Administrator
    Date Deposited: 30 Jan 2009 16:42
    Last modified: 04 Sep 2014 18:23
    URI: http://strathprints.strath.ac.uk/id/eprint/7375

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