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

ISBN-10: 020300244X

ISBN-13: 9780203002445

ISBN-10: 0415355982

ISBN-13: 9780415355988

ISBN-10: 0415355990

ISBN-13: 9780415355995

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Eds) (2003) Revealing the Corporation, London: Routledge. C. and Porras, J. (1994) Built to Last, New York: Harper Business. Dutton, J. and Dukerich, J. (1991) ‘Keeping an eye on the mirror: image and identity in organizational adaptation’, Academy of Management Journal 34: 517–554. , Dukerich, J. and Harquail, C. (1994) ‘Organizational images and member identification’, Administrative Science Quarterly 39: 239–263. A. and Chittipeddi, K. (1991) ‘Sensemaking and sensegiving in strategic change initiation’, Strategic Management Journal 12: 433–448.

G. Aaker and Joachimsthaler 2000) and produced a second round of analysis that identified organizational challenges to the LEGO brand related to vision, culture and image. Introducing the Corporate Branding Toolkit focused LEGO’s corporate branding effort, not only on strategic alignment, but also on alignment between consumers’ and employees’ understanding of the brand. Keeping in mind that the end goal of the brand strategy was a strong and coherent global position for the LEGO brand in the eyes of all stakeholders, the Toolkit model reinforced the need to attend to existing organizational A cultural perspectives on corporate branding 17 cultures and images held by stakeholders and compare them with the aspired redefinition of the identity for the LEGO Group corporate brand.

A ‘value gallery’, which is a game where pictures are used to help the participants articulate their associations with company values. In this cycle, the corporate branding activities seeking to involve and transform the organizational culture were given sense both by referring to the revised brand identity that emerged in Cycle 1 and the emotional attraction of the brand image (construed external image, see Dutton and Dukerich 1991; Gioia and Chittipeddi 1991). Cycle 4 Integrating the brand across cultural boundaries Cycle 4 got under way when top management’s vision for the global corporate brand was again challenged, this time to clarify the boundaries for the LEGO corporate brand in terms of how far the brand values could be stretched, and to what extent individual product propositions should drive the LEGO brand expression.

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


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