The Dimensions of Corporate Branding

The concepts of corporate branding are related to vision, culture, and image (Hatch et al., 2003), brand-centered HRM (Burmann et al., 2005), interaction with multiple stakeholders (Leitch et al., 2003), brand leadership (Kay, 2006), brand communication (Harris et al., 2001), and departmental coordination (de Chernatony, 1999). However, few researches have explored the concepts of corporate branding via a comprehensive method. Based on key concepts of corporate branding showed in Table 2-4, this research deduces six dimensions of corporate branding include (1) vision, culture, and image of corporate branding; (2) interactions with multiple stakeholders; (3) leadership of corporate branding; (4) departmental coordination; (5) HR practices of corporate branding; and (6) communication of corporate branding.

First, because characteristics of corporate branding are cultural, intricate, tangible, ethereal, and commitment, senior managers may frame vision and culture of brand through the process of corporate branding (Balmer et al., 2003; Hatch et al., 2003).

Second, internal and external core value-based processes contributing to brand architecture, brand positions, communication strategies represent that the interaction with multiple stakeholders can help an organization improve corporate branding and enhance brand equity via capturing diversified perspectives from internal and external stakeholders (Leitch et al., 2003; Knox et al., 2003). Third, brand leaders who can integrate corporate identity structures, corporate branding structures, and organizational members may frame vision, culture, values, and conventions, and then make appropriate corporate branding decisions contributing to brand image and brand reputation (Balmer et al., 2003; Kay, 2006; Vallaster et al., 2006). Fourth, the internal factors which include managers, teams and employees are identified as important factors which contribute to brand equity; nevertheless, organizational members from different departments may be difficult to coordinate (Harris et al., 2003). Therefore, the departmental coordination which makes internal factors coordinated may contribute to corporate branding (Balmer et al., 2001; de Chernatony, 1999).

Table 2-4 Dimensions of Corporate Branding

Dimensions of corporate branding Sources

1. Corporate name, 2. Image,

3. Reputation 4. Loyalty

Souiden et al. (2006)

Table 2-4 Dimensions of Corporate Branding (Continued)

Dimensions of corporate branding Sources

1. Vision, culture, and image of corporate branding 2. Interactions with multiple stakeholders

3. Leadership of corporate branding 4. Departmental coordination

5. HR practices of corporate branding 6. Communication of corporate branding

This study

Source: this research

Fifth, a strong and positive internal brand identity which contributes to the building process of corporate branding can be established through the achievement of sophisticated HR practices, such as brand-related training, selection, compensation, development, and promotion (Martin et al., 2005; Burmann et al., 2005). Sixth, the vision, culture, and covenant of corporate branding asserted by senior managers are promoted through multiple channels of communication; therefore, brand communication plays an important role in the building process of corporate branding (Balmer, 2001; Balmer, 2003; Uggla, 2006). Although Souiden et al. (2006) proposed four dimensions of corporate branding focusing on customers’perceptions; these dimensions are not comprehensive enough. The dimensions of corporate branding proposed by Souiden et al. (2006) and this study are presented in Table 2-4. The definitions of six dimensions of corporate branding are discussed as follows.

2.4.1The Definitions of Dimensions of Corporate Branding

each dimension is discussed as follows.

2.4.1.1 Vision, Culture, and Image of Corporate Branding

Hatch et al. (2003) regarded corporate branding as underpinned processes linking three components including strategic vision, organizational culture, and corporate images. Strategic vision refers to the central idea embedded in top managers may make the organization understand what to achieve in the future. Organizational culture refers to the internal values, beliefs, and basic assumptions that may communicate the meanings of organizational culture to organizational members.

Corporate image refers to overall impression perceived by internal and external stakeholders. Based on Hatch et al. (2003), this study defines the first dimension of corporate branding (i.e., vision, culture, and image of corporate brand) as an organizational tool implemented by an organization to transmit vision, belief, value, and norm of the corporate brand toward internal and external stakeholders through creating organizational climate or multiple channels contributing to the image and reputation of the corporate brand.

2.4.1.2 Interactions with Multiple Stakeholders

Leitch et al. (2003) regarded corporate branding as the outcome of an interactive process with multiple stakeholders. In the multiple relationships, an organization is considered as the hub that generally has strategic and tactical control over the web of

corporate brand. Therefore, an organization may transmit brand values toward multiple stakeholders through various kinds of interactive processes, such as formal meeting, advertising and first-line employees’interaction with customers (Harris et al., 2001). Based on perspectives of scholars (e.g., Leitch et al., 2003; Harris et al., 2001;

Knox et al., 2003), this study defines the second dimension of corporate branding, and the interactions with multiple stakeholders, as the systematical process implemented by an organization to interact with internal stakeholders (e.g., managers, teams, and employees) and external stakeholders (e.g., customers, suppliers, and government) to enhance brand performance, such as brand image, brand reputation, and brand equity.

2.4.1.3 Leadership of Corporate Branding

In order to develop a strong corporate brand, managers may make appropriate corporate branding decisions which can help an organization to develop identities of the corporate brand and to build brand reputation (Kay, 2006). Managers who conduct corporate branding at multiple levels of the organization are required to interact with multiple stakeholder audiences (Knox et al., 2003). That is why the successful leaders of corporate branding are regarded as integrating forces that integrate the structures of corporate identity, and mediate the relationship between corporate branding structures and organizational members (Vallaster et al., 2006). According to the perspectives of scholars (Knox et al., 2003; Kay, 2006; Vallaster et al., 2006), this study define the

third dimension, leadership of corporate branding, as the implements that managers not only formulate corporate strategy and clear brand objectives which can be followed by organizational members, but also adjust the content of products and services to enhance corporate brand values based on the information from internal stakeholders (e.g., employees) and external stakeholder (e.g., customers) (Vallaster et al., 2006).

2.4.1.4 Departmental Coordination

Coordination of internal resources (e.g., functional capabilities, and communication capabilities) may help an organization to create a coherent brand identity and a favorable brand reputation because of multidimensional nature of corporate branding (de Chernatony, 1999). In fact, organizational members who are in different functional backgrounds can have different perceptions of corporate branding;

however, congruent perceptions of corporate branding play an important role in the successful management of corporate branding (Harris et al., 2001). As argued by Hatch et al. (2003), the integrated effort of HR, communication and marketing departments bring the corporate activities into corporate branding, therefore, functional coordination could contribute to the success of corporate branding.

According to perspectives of scholars (de Chernatony, 1999; Harris et al., 2001;

Hatch et al., 2003), this study defines the fourth dimension of corporate branding,

departmental coordination, as practices which are implemented by different departments of an organization to frequently discuss and interchange information that contribute to brand behavior of organizational members, brand image, and brand commitment proposed by the organization.

2.4.1.5 HR Practices of Corporate Branding

Human resource management which aligns external corporate image and internal employee identity may get different information from multiple stakeholders to improve external image and reputation of the organization contributing to corporate branding (Martin et al., 2005). Burmann et al. (2005) also contend that brand-centered HRM may contribute to the generation of brand identity internalization which is important to corporate branding. HR practices of corporate branding are adopted by an organization to improve internal branding, and employees’brand behaviors that are consistent with the external branding efforts (Aurand, Gorchels and Bishop, 2005).

That is, employees who are satisfied, motivated, empowered, and recognized via HR practices of corporate branding may provide services with high quality which are perceived by customers (Girod, 2005). As demonstrated by Aurand et al. (2005), HR practices, which include selectivity of staffing, comprehensiveness of training, developmental performance appraisal, externally equitable rewards, and individually equitable rewards (Snell and Dean, 1992), could make employees implement

brand-centered strategies, revealing that brand-centered HR practices contribute to the implementation of corporate branding. Based on the perspectives of scholars (Snell et al.,1992; Martin et al., 2005; Burmann et al., 2005; Aurand et al., 2005; Girod, 2005), this study defines the fifth dimension, HR practices of corporate branding, as systematical practices implemented by an organization to make organizational members produce positive brand attitudes and positive brand behaviors via brand-oriented HR practices, such as brand-oriented selection, brand-oriented training, brand-oriented evaluation, brand-oriented rewards, and brand-oriented compensation.

2.4.1.6 Communication of Corporate Branding

The effective communication of corporate branding which depends on the coherence of expression via multiplicity of channels and news media can be directed at multiple stakeholders to create a strong corporate brand in which image, reputation, and commitment cultivated by the organization (Balmer, 2001; Kay, 2006). As argued by Harris et al. (2001), communication of corporate branding contributes to the formation of congruent perceptions toward the corporate brand because organizational members with similar perceptions are more likely to have similar experiences, perspectives, and values that help managers, teams, and employees communicate easily. Therefore, communications plays an important role in the implementation of corporate branding. Based on perspectives of scholars (Balmer, 2001; Harris et al.

2001; Kay, 2006), this study defines the sixth dimension, communication of corporate branding, as communication practices implemented by an organization to transmit brand values to internal stakeholders (e.g., employee) and external stakeholders (e.g., customers) through formal channels (e.g., meeting) or informal channels (e.g., interactions between employees). The effects of communication are assessed regularly.