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Corporate identity, strategy and change

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Abstract

This commentary aims to broaden our understanding of corporate identity, in particular its relationships to strategy and change. It highlights the evolving nature of corporate identity and strategy, outlines the triggers for corporate identity change, examines earlier managerial models and reports on some existing case examples. Drawing on the field of management studies, in particular the Punctuated Equilibrium Theory, we propose a model to successfully manage the corporate identity change process. We call for more research in the corporate identity area.

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Figure 1

Adapted from Punctuated Equilibrium Theory (Gersick, 1991; Tushman and O’Reilly, 1996).

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Abratt, R., Mingione, M. Corporate identity, strategy and change. J Brand Manag 24, 129–139 (2017). https://doi.org/10.1057/s41262-017-0026-8

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