Brand culture by Jonathan E Schroeder; Miriam Salzer-Mörling; Søren

By Jonathan E Schroeder; Miriam Salzer-Mörling; Søren Askegaard; et al

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Quinn, R. (1991) Beyond Rational Management, San Francisco, CA: Jossey-Bass. H. (1992) Organizational Culture and Leadership, second edition, San Francisco, CA: Jossey-Bass. Schultz, M. and de Chernatony, L. (2002) ‘Special issue on corporate branding’, Corporate Reputation Review 5. Schultz, M. J. (2003) ‘The cycles of corporate branding; the case of the LEGO Group’, California Management Review 46, 1:6–24. Van de Ven, A. and Scott Poole, M. (1989) ‘Using paradox to build organization and management theories’, Academy of Management Review 15, 3:562–578.

The LEGO brand has obtained an iconic status (Holt 2003) and has been among the world’s most admired brands among families with children, along with Disney, Kellogg’s and Coke according to Young and Rubicam’s Brand Asset Evaluator. However, in the late 1980s, and particularly in the mid-1990s, brand extensions into software, lifestyle products, new licences, parks and television fragmented the LEGO brand. Combined with fluctuating financial performance and an ever more competitive and rapidly changing marketplace, brand fragmentation presented top management with the dual challenges of maintaining a focus on the substance and distinction of LEGO Group heritage, while allowing for continuous innovation and expansion into new businesses.

Virgin Atlantic (Mitchell 1999:32) and Waterstone’s (a leading UK retail book outlet) selects personnel that mirror corporate brand values (Ind 1997). Corporate brands and corporate identity Corporate identity provides the grit around which a corporate brand is formed. (Balmer 2001) The Latin phrase Vultus est index animi captures the awesome nature of corporate brands. ’ It takes only a small leap of imagination to realize that for many organizations the corporate brand is the face of the organization and is also an icon of the culture that customers, employees and others have an affinity to.

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