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Living the Corporate Rebrand: The Employee Perspective

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The aim of this article is to examine employee challenges to living the brand after rebranding has occurred. Although employees may want to ‘live’ the corporate brand, there are challenges and barriers that prevent them from effectively doing this, particularly after a corporate rebranding process. The conclusion reached is that the willingness and ability of employees to live the new corporate brand is concurrently contingent on issues that are framed within the structural context of the organization, as well as the nature of the rebranding activity. Specifically, variations in the type and level of employee identity and identification, organizational structure and its corresponding cultural effects, and the nature of the rebranding activity, which is influenced by organizational structure, impact on the degree to which employees can live the new corporate brand. The article provides managers with an integrated insight into issues that they are likely to confront as they expect employees to enact brand values and ‘live’ the new corporate brand, during and after the rebranding process.

Document Type: Research Article

DOI: http://dx.doi.org/10.1057/crr.2012.9

Affiliations: Faculty of Business, Australian Catholic University, Brisbane, Australia

Publication date: January 1, 2012

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