Seven dimensions of corporate identity

Abstract

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.