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

M. Gotsi, C. Andriopoulos, A.M. Wilson

Research output: Contribution to journalArticle

26 Citations (Scopus)

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.
Original languageEnglish
Pages (from-to)46-57
Number of pages11
JournalManagement Decision
Volume46
Issue number1
DOIs
Publication statusPublished - 2008

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Keywords

  • change management
  • corporate branding
  • employee attitudes
  • employee behaviour
  • organizational culture
  • strategic alignment

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