bluuebunny/crossref_metadata_2025_split huggingface dataset:
Merck & Co. Inc.: communication lessons from the withdrawal of Vioxx
Authors: O'Rourke James S. 
Published: July 2006

PurposeThis paper examines communication strategies, organization, and tactics of the pharmaceutical firm Merck & Co., Inc., as corporate executives and staff faced the withdrawal from market of Vioxx, the company's most profitable product.Design/methodology/approachThe paper explores decision methodology and criteria as Merck executives sought to communicate with their most important stakeholders during the most dangerous and critical period in the company's history.FindingsAs well prepared as Merck & Co. was for a product withdrawal, nothing could have prepared company officers for communicating on the scale, scope, and volume that this crisis would demand. The value of a well‐conceived crisis response plan is underscored, as well as a flexible, responsive organization. Among the more notable findings is that even large, well‐funded, experienced professionals may need to reconsider their organizational structure as they address a multi‐faceted, large‐scale problem. Issues include staffing, functional expertise, length of time on task, and strategic use of key resources.Practical implicationsA number of important lessons in communication strategy have emerged from the experience of withdrawing Vioxx from the market and defending the company against both litigation and continuing bad press. First, a crisis communication plan is essential. Their plan allowed Merck & Co. to identify key individuals to be involved, their roles and responsibilities. A second important lesson concerns persistence and a long‐term view, despite near‐term pressure for earnings performance. Overcoming plaintiffs‐bar litigation may take another five years. A third lesson involves identifying and measuring those issues which Merck stakeholders most needed to know in order to correct misconceptions. Finally, corporate officers recognized that they must have faith in their decisions and recognize the value of their employees (across the organization) in communicating the company's message.Originality/valueThis paper examines the pharmaceutical firm Merck & Co., Inc. and the withdrawal from market of Vioxx, the company's most profitable product.
Cultural competence in the business world: a Finnish perspective
Authors: Wilenius Markku 
Published: July 2006

PurposeThe idea of the paper is to define the concept of cultural competence and to explore what is the role of cultural competence in today's world of business. The hypothesis of the project was that the interaction between business and culture is a neglected and poorly understood field of business creation. On the other hand, eminent authors like Richard Florida have recently strongly brought up the topic of creativity as a source of competitiveness.Design/methodology/approachFinland is used as a case object of case study. The methods used to gather empirical material include expert interviews, workshops and Delphi‐queries. In total, over 200 experts from business, public administration and different fields of cultural production were involved in the study.FindingsThe analysis of the material showed that there are many ways in which business may take advantage of collaborating with cultural actors. First of all, there are things that involve or aim at strengthening, changing or developing the corporate image. A corporation can thus look to cultural actors for elements to develop their brand, by borrowing the actor's face or work for advertising, for example. Cooperation with cultural actors can also be justified for corporations in the form of work with interest groups, such as investors, the media, political decision makers, administration and pressure groups. Cooperation can also be a form of shouldering social responsibility, bringing important goodwill with it. A company can seek cooperation also for internal reasons: culture is used as a way of motivating staff and developing creativity.Research limitations/implicationsFor the future, more concrete analysis is needed in terms of finding out what kind of results cooperation between business and cultural sphere may bring about.Practical implicationsThe implication of the paper is that both businesses and cultural actors and institutions should be more open‐minded for collaboration and finding out true win‐win processes.Originality/valueWhat is new in the paper is the way by which author treats the topic in the fashion that shows the possibilities how a single, rather technologically orientated country may find new prospectives for broadening its scope of international competition.
Memory loss? Corporate knowledge and radical change
Authors: Scalzo Nicholas J. 
Published: July 2006

PurposeThe purpose of this article is to understand the impact of radical change initiatives such as large VEROs or RIFs on the organizational memory system (OMS), specifically the tacit and explicit knowledge held by individuals.Design/methodology/approachA qualitative case study design was used to explore and describe OMS in a securities industry organization that experienced radical change. Interviews, document analysis, and observation followed by thematic coding and analysis using Atlas.ti® software were used to collect and analyze data. A total of 16 organizational officers, directors, managers, and specialists participated in the interviews.FindingsFindings suggest the same OMS devices were in use before, during, and after radical change initiatives occurred. However, the degree or proportion of use of these devices changed after the change initiatives. Overall, there was some loss of knowledge, but the loss appeared to have no effect on the organization's profitability.Research limitations/implicationsFindings suggest that certain factors (industry role, nature of the work, and the configuration of work groups) may have influenced the results. Other factors were a management team strongly committed to change, protention of thinking, and continuous communication. Through activities of sense‐making, succession planning, automation, and training, the organization managed to develop and increase the use of its memory system to retain knowledge as well as generate new knowledge.Practical implicationsThis research provides information for practitioners who may be helping their organizations transform through radical change and are concerned about the potential loss of information and knowledge resident in organization memory systems.Originality/valueThis case study points to some important practical lessons and actions that can serve as a blueprint for how to manage radical organizational change and preserve the tacit and explicit knowledge aspects of organizational memory.
Bouncing back: response strategies to the dotcom bust in Israel
Authors: Etgar Michael 
Published: July 2006

PurposeThe purpose of this article is to present and analyze the responses of high‐tech firms to the crisis of 2000‐2003 when demand declined rapidly.Design/methodology/approachA group of industry experts from the industry in Israel were interviewed about the practices adopted by firms as a result of the crisis. The responses were used to categorize several distinct strategic responses. The analysis was done for firms in all the three stages of high‐tech firms' lifecycle – seed, mezzanine and full production.FindingsThe article identifies three major managerial business orientations (MBO's) – financial, technological and marketing. High‐tech firms responded to the crisis by changing their MBO's from financial or technical to market oriented. Those firms in the full production stage that have embraced a market orientation before the crisis responded by adopting the more advanced strategic marketing orientation.Research limitations/implicationsThis study was carried out towards the end of the crisis cycle. It is important to find out the dynamics of the reported change – whether it has been retained also after the industry started to improve from 2004 onwards. The study should be also replicated in additional countries besides the one in which it was performed.Practical implicationsThis study contributes to the general knowledge about behavior of firms facing a major crisis especially in a new and fast developing industry that has not experienced such crises before. It also shows the value of marketing managerial orientation vis‐´‐vis other managerial business orientations. Managers in other industries that may face rapid crisis like change in business conditions should learn how to get ready and set up relevant defense strategies.Originality/valueThe data, approach and analysis are original to this paper. It introduces to managers, in technically‐based industries, the notion of competing managerial business orientations and points out that the prevailing emphasis on financial and technological orientation may fail in times of crisis. It concludes that such firms should adopt the marketing orientation right from their initiation because this ensures survival in times of crises. The paper should be also of value to researchers interested in studying how firms react in times of crises and in analyzing survival strategies.
Corporate governance best practices: the proof is in the process
Authors: Dalton Catherine M. , Dalton Dan R. 
Published: July 2006

PurposeThis paper looks at the failure of corporate boards to incorporate best practices into their functioning.Design/methodology/approachThe study discusses the failure of corporate boards to incorporate best practices into their functioning.FindingsOne answer to the continued failure of corporate governance, albeit not likely the answer, is a misplaced focus on structural aspects of the board of directors at the expense of process issues.Practical implicationsProvides executives with information on important factors to consider in monitoring board performance.Originality/valueThis article is of particular value to CEOs and other board members.
Strong brands and corporate brands
Authors: Kay Mark J. 
Published: July 2006

PurposeThis paper aims to review the development of branding theory, particularly from the organizational context of building an effective corporate brand.Design/methodology/approachThis paper examines the literature on “strong brands” and the experience of several established brands.FindingsThe study finds that no coherent theory defines brand management tasks. Instead, paradigmatic cases of successful brands have come to define branding processes – the logic of the “strong brand” has shaped management branding practices. “Difference” and “consistency” are identified as the primary means of bringing about strong brands, yet these can be difficult to apply, particularly to corporate brands.Originality/valueA new perspective of the social co‐production of brands as meaningful representations, each with its own logic, is proposed as a managerially useful framework to research and frame brand development tasks. Given the development of anti‐branding attacks, managers need to pay close attention to the new risks of managing corporate brands, and how they tie brands to their corporate social responsibility practices.
Internal brand building and structuration: the role of leadership
Authors: Vallaster Christine , de Chernatony Leslie 
Published: July 2006

PurposeThe paper aims to clarify the relationship between organisational structures and individual brand supporting behaviour. It proposes modelling the social transformation process and outlining why and how leadership is important throughout the internal brand building process. The study aims to expand the domain of corporate branding by including a broader range of human resource and leadership‐related aspects than is normally found in the branding literature.Design/methodology/approachThe paper opted for an exploratory study using the open‐ended approach of grounded theory, including 30 depth interviews and one expert group discussion with employees representing middle and senior management having mainly a marketing and corporate communications background. The data were complemented by documentary analysis, including brand documents, descriptions of internal processes, and copies of employee magazine articles.FindingsThe paper provides empirical insights about how change is brought about during internal brand building. It suggests that successful leaders act as “integrating forces” on two levels: integrating the elements of corporate identity structures, and mediating between the corporate branding structures and the individual.Research limitations/implicationsBecause of the chosen research approach, the research results may lack generalisability. Therefore, researchers are encouraged to test the proposed propositions further.Practical implicationsThe paper includes implications for the development of a powerful brand image, the development of “brand ambassadors” and for managing the balance between stability and change.Originality/valueThis paper fulfils an identified need to study how brand‐supportive behaviour can be enabled.
The corporate brand association base
Authors: Uggla Henrik 
Published: July 2006

PurposeThe purpose of this paper is to analyze and discuss the strategic positioning of associations that can be established between a corporate brand and entities in its surrounding network such as brands, product categories, persons, places and institutions.Design/methodology/approachA semiotic approach is used to describe image transfer processes between the corporate brand and other entities. The paper provides a structure to leverage the corporate brand in different product market contexts.FindingsThe paper offers the “corporate brand association base model” as a conceptual framework for brand‐to‐brand collaboration. The model structures how a corporate brand can develop more expansive brand architecture through transfer of image from sources of brand equity in the internal brand hierarchy and surrounding brand network.Practical implicationsA useful source for brand managers in the process of co‐positioning corporate brands and assessing risks, in relation to brands, product categories, persons and institutions. The framework will make it easier for brand managers to design strategic brand alliances.Originality/valueThe value of this study is that it has presented a model that adds depth and texture to the current academic discussion of corporate brand capitalization, by introducing a balance between in‐house leverage and external leverage of the corporate brand.
Corporate rebranding: destroying, transferring or creating brand equity?
Authors: Muzellec Laurent , Lambkin Mary 
Published: July 2006

PurposeCompanies changing their brand names are frequently reported in the business press but this phenomenon has as yet received little academic attention. This paper sets out to understand the drivers of the corporate rebranding phenomenon and to analyse the impact of such strategies on corporate brand equity.Design/methodology/ approachA cross‐sectional sample of 166 rebranded companies provides descriptive data on the context in which rebranding occurs. Two case studies provide further detail on how the process of rebranding is managed.FindingsThe data show that a decision to rebrand is most often provoked by structural changes, particularly mergers and acquisitions, which have a fundamental effect on the corporation's identity and core strategy. They also suggest that a change in marketing aesthetics affects brand equity less than other factors such as employees' behaviour.Research linitations/implicationsThe paper proposes a conceptual model to integrate various dimensions of corporate rebranding. Analysing the rebranding phenomenon by assessing the leverage of brand equity from one level of the brand hierarchy to the other constitutes an interesting route for further research.Practical implicationsManagers are reminded that corporate rebranding needs to be managed holistically and supported by all stakeholders, with particular attention given to employees' reactions.Originality/valueThis paper is of value to anybody seeking to understand the rebranding phenomenon, including academics and business managers.
The effect of corporate branding dimensions on consumers' product evaluation
Authors: Souiden Nizar , Kassim Norizan M. , Hong Heung‐Ja 
Published: July 2006

PurposeThe paper aims to investigate both Western and Eastern corporate branding thoughts and examine the interrelation among four corporate branding dimensions (i.e. corporate name, image, reputation and loyalty) and their joint impact on consumers' product evaluation.Design/methodology/approachBuilding on extensive literature, a model of consumers' product evaluation that includes the major determinants of corporate branding is proposed. Based on a sample of 218 Japanese and American consumers, structural equation modeling and general linear model analyses are used to test hypotheses.FindingsThe research reveals that Japanese and American consumers have different perceptions with respect to the effect of corporate image and corporate loyalty. The corporate name was found to have a significant impact on corporate image and corporate reputation was found to have a significant affect on corporate loyalty. The corporate reputation is also found to be a mediator of the corporate image's effect on consumers' product evaluation.Practical implicationsThe paper suggests that marketers should carefully consider the corporate name when designing their branding strategies. Marketers are also called on to adapt their corporate branding approaches to fit each marketing environment and enhance corporate loyalty to reduce the switching behavior of consumers.Originality/valueThe paper clarifies the interrelation among the four corporate branding dimensions and shows that consumers of different cultures do not perceive in the same way the impact of corporate branding determinants.
Seven dimensions of corporate identity
Authors: Melewar T.C. , Karaosmanoglu Elif 
Published: July 2006

PurposeThis paper investigates what organisations perceive as the essential components of corporate identity concept and their contents. It proposes an operational definition of corporate identity on the basis of the practitioners' views.Design/methodology/approachThe information was gathered through 32 in‐depth interviews with managers from different organisations (mainly multinational companies) and an analysis of corporate literature and web sites. The initial analysis is based on a multidisciplinary categorisation developed by the first author, which facilitated the systematic analysis of a wide range of components (e.g. corporate communication, corporate design, corporate culture etc.) associated with corporate identity.FindingsThe study shows that there is a considerable divergence in opinions concerning the fundamental components of corporate identity among practitioners. Most interviewees heavily associated identity with the areas of corporate design, communication, behaviour and strategy whereas there was no unanimous agreement as to whether or not corporate culture was a product or determinant of corporate identity.Research limitations/implicationsDeveloping sub‐items and their measures for each dimension presented in the proposed definition and examining the possible relationships between them might be the further step. Also additional empirical research which considers consequences of corporate identity management in relation to company performance indicators could enhance overall understanding of the concept.Practical implicationsSenior company management can use the categorisation discussed in this paper as a starting point for development of corporate identity management strategies.Originality/valueRecategorisation of Melewar's corporate identity dimensions, which help define corporate identity concept in measurable terms.
The impact of organisational characteristics on corporate visual identity
Authors: van den Bosch Annette L.M. , Elving Wim J.L. , de Jong Menno D.T. 
Published: July 2006

PurposeThe purpose of this paper is to develop a research model to investigate corporate visual identity (CVI) management from an organisational perspective. It is assumed that characteristics of the organisation and of the way a CVI is managed will affect consistency of CVI.Design/methodology/approachThe model was tested in a survey carried out among employees in 20 Dutch organisations. Structural equation modelling with AMOS was conducted to get insight into the various influences and relationships.FindingsCVI management characteristics – socialisation processes related to CVI, knowledge of CVI strategy, and CVI tools and support – have a strong impact on the consistency of CVI, and organisational characteristics affect the way CVI is managed. With the exception of the openness and dynamics of an organisation, no supporting evidence was found for a direct relationship between organisational characteristics and CVI consistency.Research limitations/implicationsCVI has been measured by the judgement of the respondents, all employees of the organisation concerned. Therefore the measure was theperceivedconsistency of CVI. Further research could include a visual audit and the perception of external stakeholders towards the visual identity. There was no distinction examined among the main corporate visual identity and sub‐ or product brands. The study was conducted in the Netherlands, where the Dutch termhuisstijlis unambiguous and clearly related to the corporate brand or identity. Future research can take different brands into account or can broaden the concept of CVI (including cultural aspects, language, rituals, myths, etc.).Practical implicationsThe results indicate that CVI management matters, that CVI management is related to more general organisational characteristics, but that communication managers nevertheless have a considerable amount of freedom in determining the way they manage their CVI.Originality/valueCorporate visual identity has received little attention in research and hardly been studied at all from the perspective of this paper. This paper has value to both researchers in the fields of corporate identity and organisational identity, as well as professionals involved in managing the corporate identity.