Dilemmas in Re-branding a University—“Maybe People Just Don’t Like Change”: Linking Meaningfulness and Mutuality into the Reconciliation
Authors: Kuoppakangas, P., Suomi, K., Clark, P., Chapleo, C. and Stenvall, J.
Journal: Corporate Reputation Review
Volume: 23
Issue: 2
Pages: 92-105
eISSN: 1479-1889
ISSN: 1363-3589
DOI: 10.1057/s41299-019-00080-2
Abstract:This study examines the implementation of a re-branding campaign in a public Canadian university. Data collection comprised 19 qualitative semi-structured interviews with key internal university stakeholders (Dean and Mid-level Administrators). The data revealed three core dilemma pairs: (1) new brand vs. previous brand; (2) voice at the organisational level vs. voice at the departmental level; and (3) voluntary down-up voicing vs. up-down voicing. Results suggest that successfully implementing the new brand should not exclusively rely upon internal marketing communication; instead, internal branding through handling ambiguities and addressing emerging dilemmas by enhancing engagement, building mutuality and unlocking the meaning in the re-branding can help improve success. This study reveals that implementing a re-branding campaign in higher education involves embracing the world of dilemmas by involving and empowering employees in dilemma reconciliation. The reconciliation of detected brand-related dilemmas with and by employees can be achieved by involving employees in the process of re-branding from the beginning. Indeed, this paper suggests the preparedness to detect and address dilemmas is central to successful re-branding. Our results indicate that traditional change management approaches produce unreconciled dilemmas that hinder the implementation of the new brand. We conclude that efforts to build employee engagement in re-branding do not build employee supportiveness towards the new brand unless core dilemmas are reconciled.
https://eprints.bournemouth.ac.uk/32808/
Source: Scopus
Dilemmas in Re-branding a University-"Maybe People Just Don't Like Change": Linking Meaningfulness and Mutuality into the Reconciliation
Authors: Kuoppakangas, P., Suomi, K., Clark, P., Chapleo, C. and Stenvall, J.
Journal: CORPORATE REPUTATION REVIEW
Volume: 23
Issue: 2
Pages: 92-105
eISSN: 1479-1889
ISSN: 1363-3589
DOI: 10.1057/s41299-019-00080-2
https://eprints.bournemouth.ac.uk/32808/
Source: Web of Science (Lite)
Dilemmas in Re-branding a University—“Maybe People Just Don’t Like Change”: Linking Meaningfulness and Mutuality into the Reconciliation
Authors: Kuoppakangas, P., Suomi, K., Clark, P., Chapleo, C. and Stenvall, J.
Journal: Corporate Reputation Review
Volume: 23
Pages: 92-105
ISSN: 1363-3589
Abstract:Reputation Institute and Springer Nature Limited. This study examines the implementation of a re-branding campaign in a public Canadian university. Data collection comprised 19 qualitative semi-structured interviews with key internal university stakeholders (Dean and Mid-level Administrators). The data revealed three core dilemma pairs: (1) new brand vs. previous brand; (2) voice at the organisational level vs. voice at the departmental level; and (3) voluntary down-up voicing vs. up-down voicing. Results suggest that successfully implementing the new brand should not exclusively rely upon internal marketing communication; instead, internal branding through handling ambiguities and addressing emerging dilemmas by enhancing engagement, building mutuality and unlocking the meaning in the re-branding can help improve success. This study reveals that implementing a re-branding campaign in higher education involves embracing the world of dilemmas by involving and empowering employees in dilemma reconciliation. The reconciliation of detected brand-related dilemmas with and by employees can be achieved by involving employees in the process of re-branding from the beginning. Indeed, this paper suggests the preparedness to detect and address dilemmas is central to successful re-branding. Our results indicate that traditional change management approaches produce unreconciled dilemmas that hinder the implementation of the new brand. We conclude that efforts to build employee engagement in re-branding do not build employee supportiveness towards the new brand unless core dilemmas are reconciled.
https://eprints.bournemouth.ac.uk/32808/
Source: BURO EPrints