Perceived corporate identity/strategy dissonance: triggers and managerial responses.

Hong-Wei He, J. Balmer

Research output: Contribution to journalArticle

12 Citations (Scopus)

Abstract

This article reports a theory-building case study relating to identity and strategy during a period of environmental transformation.
LanguageEnglish
Pages71-91
Number of pages21
JournalJournal of General Management
Volume33
Issue number1
Publication statusPublished - 2007

Fingerprint

Theory building
Trigger
Corporate identity
Dissonance

Keywords

  • customer loyalty
  • corporate identity
  • corporate strategy

Cite this

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Perceived corporate identity/strategy dissonance : triggers and managerial responses. . / He, Hong-Wei; Balmer, J.

In: Journal of General Management, Vol. 33, No. 1, 2007, p. 71-91.

Research output: Contribution to journalArticle

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