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|Title:||RELATIONSHIP BETWEEN CORPORATE IDENTITY, PLACE ARCHITECTURE, AND IDENTIFICATION: AN EXPLORATORY CASE STUDY|
|Keywords:||Corporate identity;Place architecture;Identification;Physical structure and functionality/spatial layout;Symbolic artifacts/decor and artifacts;Physical stimuli/ambient conditions of an environment|
|Citation:||Qualitative Market Research: An International Journal|
|Abstract:||Purpose – How organizations view, value, and manage their place architecture in relation to identification and corporate identity has received little research attention. The main goal of this paper is to provide an integrative understanding of the relationships between corporate identity, place architecture, and identification from a multi-disciplinary approach. It is assumed that characteristics of the organization and of the way a corporate identity and place architecture are managed will affect employees’ and consumers’ identification. Design/methodology/approach – The paper uses a theory-building case study within the phenomenological/qualitative research tradition. The data were gathered through 15 in-depth interviews with top management who were working at a London-Based Business School. In addition, six focus groups were conducted with a total of 36 academics, and new empirical insights are offered. NVivo software was used to gain insight into the various influences and relationships. Findings – Drawing on one case study, our findings confirm that firms are utilizing the conceptualizations of corporate identity and place architecture, including the leveraging of tangible and intangible forms of consumers’/employees’ identification, towards a university business school. Originality/value – The relationships between corporate identity, place architecture, and identification have received little research attention and have hardly been studied at all from the perspective of this paper. This paper has value to researchers in the fields of marketing, corporate identity, place architecture, design, as well as professionals involved in managing a company’s architecture. Drawing on the marketing/management theory of identity and architecture alignment, managers and policy advisors should devote attention to each element of the corporate identity and place architecture and ensure that they are in meaningful as well as in dynamic alignment.|
|Appears in Collections:||Brunel Business School Research Papers|
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