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COMPREHENING CORPORATE IDENTITY, CORPORATE BRAND MANAGEMENT

AND CORPORATE MARKETING (CORPORATE IDENTITY, CORPORATE BRAND,
CORPORATE MARKETING)

Article · March 2006

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Working Paper Series
Comprehening Corporate Identity, Corporate Brand Management
and Corporate Marketing

Professor John M.T. Balmer

Working Paper No 06/19

March 2006

The working papers are produced by the Bradford University School of Management and are to be circulated for
discussion purposes only. Their contents should be considered to be preliminary. The papers are expected to be
published in due course, in a revised form and should not be quoted without the author’s permission.
W O R K I N G PA P E R S E R I E S

COMPREHENING CORPORATE IDENTITY, ABSTRACT

CORPORATE BRAND MANAGEMENT AND This working paper provides a general overview of
CORPORATE MARKETING the salient characteristics of corporate identities,
corporate brands and the nascent field of
Professor John M.T. Balmer corporate marketing. In outlining the foundations,
Professor of Corporate Brand/Identity and defining characteristics of the above three
Management (inter-related) areas I adopt an overtly managerial
Bradford University School of Management perspective. In addition, I make reference to
Bradford several recent, and not-so-recent, case histories.
The United Kingdom I outline what I consider to be the three principal
schools of thought relating to corporate identity:
(a) visual identity (the creating a positive
organisational image via the marshalling of logos
and symbolism, (b) corporate identification
(focuses on the positive, negative and indifferent
forms of identification with the corporation by
customers, employees and others) and (c)
corporate identity (defining corporate identity in
terms of an organisation’s distinctive
characteristics). In explaining corporate brands
(and their link with corporate identity) I describe
the current conceptualisation of the area by
noting that corporate brand values represent a
distillation of corporate identity values and point
out that whereas legal ownership of a corporate
brand resides with one, or more, entities,
emotional ownership resides with customers and
others (it is here that substantive brand power
resides). Lastly, I note the need for a corporate
marketing orientation. An orientation that
subsumes key organisational concerns relating to
corporate identity (character), corporate
communication (communication), stakeholder
management (constituencies), corporate brand
management (covenant), corporate image and
reputation (conceptualisations) and corporate
values (culture). I call this the 6 Cs of Corporate
Marketing. At the end of the article I include a
short case history vignette relating to the Great
Western Railway. This historical sketch allows the
application and consideration of the empirical
and conceptual insights outlined in this paper.

The right of John M.T. Balmer to be identified as the Author of this Chapter has been asserted by him in accordance with the
Copyright, Designs and Patents Act 1988.
© John M.T. Balmer (March) 2006.

3
 W O R K I N G PA P E R S E R I E S
CORPORATE IDENTITY: IT IS MORE THAN MEETS
THE EYE
Recently, Hilton announced that it was getting
out of beds. In the People’s Republic of China,
Starbucks got up an explosive head of steam over
café lattes, cappuccinos and double-espressos. In
the USA, Intel was, in a manner of speaking,
thinking rather more outside than inside the box.
Finally, in a Financial Times retrospective, it was
noted why employees of Continental Airways gave
flight to airline insignia after the disembarkation
of passengers.
What’s going on here? And, what has they all got
to do with corporate identity? Let me explain by
elucidating the details of the four case vignettes
outlined above.
Hilton Hotels of Great Britain publicised that it
was changing its logo and name. From henceforth
it would be known as Ladbrokes. In the People’s
Republic of China, Shanghai Xingbake was fined
£36,000 (Rmb500, 000) and the erstwhile
company was ordered, in a landmark judgement,
to issue a public apology, via a local newspaper,
to Starbucks. The Chinese company had been
using an almost identical name and logo to that
of the US coffee chain Starbucks (Dickie 2006).
What of Intel? Well, the ubiquitous global brand
had taken startled many business commentators
and branding pandjorams with its decision to
alter its logo and to dump the eponymous, if not
celebrated, strap line “Intel inside”. As for
Continental Airlines, a former CEO of the airline
noted that when he took over in the 1990s
employees were ashamed to be associated with
such a lousy airline and ditched company
uniforms as quickly as was expediently possible
once they were off duty (Skapinker 2005).
Superficially, the above news items may, at first
sight, appear to be quintessentially concerned
with changes of company names, logos and with
trademark law. Clearly, such concerns are of
importance to management and their importance
is irrefutable. However, a focus on company logos
and visual identification represents the trappings,
rather than the substance, of corporate identity.
Again, further explanation is required and on
closer scrutiny we can unearth see the more
substantive aspects of corporate identity and that
underpin my case vignettes relating to Hilton,
Starbucks, Intel, and Continental Airways:
4
Hilton
Delving deeper into the change of corporate
name change from Hilton to Ladbrokes reveals a
more substantive change of corporate identity.
This is because the most profound aspect of
identity change undertaken here relates to the
adoption of a new corporate strategy by this
British-based company. As such, this materially
affected business purposes and activities. The
British company, by divesting its hotel interests,
and not inconsiderable brand equity, to a sister
corporation in the US (confusingly, also called
Hilton) was able to access considerable financial
capital which was, to a large degree, passed on to
shareholders: the erstwhile owners of the
company. Moreover, the organisation was of the
view that it was in its long-term business interests
to focus on another core competency: gambling.
As such, the adoption of the Ladbrokes name for
the corporation (Ladbrokes had existed as a stand
alone company within the British-based Hilton
Group) was seen to be a most efficacious move.
The name change was, the consequence of real
identity change and, in reality, had more to do
with strategy than graphic design (important
though it was in communicating the change of
strategy).
Starbucks
Starbucks, through its successful lawsuit in The
People’s Republic of China (PRC), was doing far
more than ensuring it had sole control in the use
of its name and logo. This is because senior
managers appreciated that the Starbucks brand
name was an important strategic asset for the
corporation. Moreover, the Starbuck’s brand name
and logo (as Starbucks and the Chinese company
Xingbake full-well realised) not only served as a
marque of identification but also encapsulated
key, corporate brand, values that were coveted by
customers and others. As such, Starbucks in
undertaking legal Action was protecting a key,
and highly lucrative, corporate asset. An asset that
afforded considerable leverage in mature, as well
as in new markets such as PRC. This is something
that Starbucks, and, ironically Shanghai Xingbake,
realised. Xingbake, by marshalling (albeit illegally)
the positive associations of the Starbucks
corporate brand clearly demonstrated the
strategic importance of the Starbucks name, logo
and, moreover its positive brand values. As is
commonly believed, imitation is the highest form
of flattery: it can also be theft, of course!
Intel
As for Intel, this corporation has embarked on a
major strategic shift of organisational emphasis,
W O R K I N G PA P E R S E R I E S
and purpose, by embracing new lines of activity
such as consumer electronics, wireless
communications and healthcare. Superficially, the
change was about tweaking the company’s logo
but, more substantively, it was fundamentally
concerned with a change in strategy. As such, the
tweaking of the company logo represented the
trappings rather than the substantive aspects of
the identity change. The substantive change
relates to a broadening of Intel’s core
competencies beyond the manufacture of
microprocessors. As such, the change of logo and
the accompanying corporate advertising had the
aim of articulating this change to external
audiences (both new and old) in the medium term.
Continental Airlines
The discomfort of airline employees in sporting
the airline’s name, emblem and corporate livery
had nothing to do with the design and aesthetics
of the corporate design but had everything to do
with their acute embarrassment in working for a
(then) lousy airline. In the early 1990s, company
performance, management style, conditions of
employment, and customer service, were abysmal.
This case focuses on another, critically important,
aspect of corporate identity: that of corporate
identification or, as in the case cited here, non-
identification. Identification with any organisation
can naturally be strong, moderate or weak as well
as positive, and negative. Although employees
are cited in this instance, the broad philosophy of
corporate identification is equally applicable to
others: customer, shareholder, and other types of
corporate identity are, of course, of critical
importance. This case vignette places visual
identity into sharp relief. This is because a finely
crafted, and aesthetically pleasing, visual identity
is no surrogate for reprehensible management
coupled with contemptible customer service. It is
often not fully appreciated that identification has
been within the purview of corporate identity
(and not just organisational identity) for some
considerable time and, at least since the early
1980s. The work of the eminent Harvard
academic Renato Taguiri is testimony of this fact
(Taguiri 1982).
Of course, I have cited very major corporations but
the general principles of what I discuss in this
chapter is equally apposite to organisations that
are small or those that are in the public or not-for-
profit sectors.
However, what I hope to have achieved in this
opening section, by making reference to the four
examples cited above, is to illustrate the strategic
and multidisciplinary nature of corporate identity.
This is quite different from its characterisation (in
some quarters) as an area quintessentially
concerned with graphic design (important though
this is). Moreover, reference to real life case
examples also reflects an abiding concern of
corporate identity scholars within Great Britain
and the Old (British) Commonwealth (See: Abratt
1989, Baker and Balmer 1997, Balmer 1998; Bick,
Jacobson, and Abratt, 2003; Leitch and Motion
1999; Melewar and Harold 1999; Melewar,
Saunders and Balmer 2001; Melewar and Jenkins
2002, Stuart 1999) who have long appreciated
the utility of corporate identity/corporate identity
management to contemporary organisations and,
along with more traditional approaches to identity
scholarship, have taken a practical approach in
exploring the area (examining the territory in
terms of real-world contexts): very much in the
best traditions of leading US business schools
such as Harvard: the work of Stephen Greyser and
Renato Taguiri are cases in point (See: Taguiri
1982, Balmer and Greyser 2003). Recently, within
North America, there has been a welcome
resurgence of interest in corporate identity-related
concerns by marketing scholars and others: the
work of Bhattacharya and Sen (2003), Brown,
Dacin, Pratt, Whetten (2006) and Cardador and
Pratt (2006) provide indicative examples of this
trend. Alas, little of the aforementioned (British,
Commonwealth and European) literatures surfaces
in these articles: more often than not, this
occasionally causes considerable disquiet to
corporate scholars outside North America.
In the next section, drawing on only a little of the
extensive literatures on the area, I provide a short
overview of the three dominant schools of
thought relating to corporate identity.
THE CORPORATE IDENTITY PORTAL:
THE THREE MAJOR SCHOOLS OF THOUGHT
In this section I detail the three, dominant, views
of identity: Visual Identity, Corporate Identification
and Corporate Identity. (For an early examination
of schools of thought relating to identity see
Balmer (1995). A more recent discussion can be
found in He and Balmer (2004).
Visual Identity
Focus: The creation of favourable public images of
the corporation via visual means.
“A desired image acquired and communicated by
the company to the public through consistent
visual communications” (Napoles 1988 p. 93)
5
 W O R K I N G PA P E R S E R I E S
At its essence, this school of thought is concerned
with communication (especially visual
communication) and with image-projection.
Traditionally, the graphic design discipline
underpinned this perspective The literature that
relates to this school of thought includes the
following, highly influential, practitioner literature,
especially during the 1960s and 1970s (Henrion
and Parkin 1967, Margulies 1977, Napoles 1988,
Olins 1979, Pilditch 1971, Selame and Selame
1975). In addition, empirical work relating to
visual identity (and its utility) has been
undertaken (See: Green and Lovelock 1994;
Melewar and Saunders 1999).
As I see it, there are three defining characteristics
of this school of thought:
(i) Focuses on how an organisation wishes to
identify itself with its customers and
stakeholders
(ii) That management can materially influence
(and control) the images held of the
organisation held by customers and
stakeholders
(iii) That logos, names and visual identification
are effective vehicles for achieving the above
The graphic design perspective of identity tends
to be the perspective adopted by the-man-in- the-
street. It also remains a significant perspective
among marketing scholars outside Britain and the
old Commonwealth. This being the case, this
perspective is appealing for a number of reasons:
one of which is that this school of thought is
readily grasped. At its essence is the notion that
systems of visual identification (logos and other
manifestations of graphic design) can represent,
and project, the essence of an organisation.
Moreover, it is held that company names, and
logos can purposefully, if not materially, influence
the perceptions held of the organisation by
customers and by key stakeholder groups. Many
scholars find such a perspective to be a highly
questionable one. Understandably, senior
managers find this perspective to be especially
attractive. The notion that CEO’s can control and
influence such externally perceptions is a highly
captivating one. Moreover, for some CEOs, the
notion that they can, quite literally, leave their
mark on the organisation, is especially attractive
notion. Not only do newly appointed senior
managers find such a proposition attractive but so
do CEOs whose period of office is drawing to a
close. Sometimes, such managers resort to such a
change when their period of office has been lack-
lustre.
6
It should, of course, be remembered that an
organisation’s logo/systems of corporate visual
identification is one of the few aspects of
corporate life than can be readily changed.
Moreover, it can, unlike virtually any other aspect
of corporate life, be introduced, controlled and
managed to the smallest detail. In some
organisations some employees give the sobriquet
of “logo cops” to those charged with such
activities. The detailed graphic design manuals
that are found in many organisations are
testimony to the above (such manuals explain in
considerable detail how the corporate logo should
appear in every conceivable manifestation). While
marketing scholars acknowledge the importance
of visual identity in terms of the big picture
relating to corporate identity is represents the
trappings rather than the substance of corporate
identity (Baker and Balmer 1997).
The next two schools of though illustrate why this
might be the case.
(There are, of course, other graphic design
“schools” of thought: See for Balmer and Greyser
(2003: 36) for a brief explanation of these).
Corporate Identification
Focus: The internalisation of the organisation’s
values and activities by individuals resulting in a
high degree of identification with the corporation.
“.where the corporate identity is accepted and
internalised by the personnel, it gives them a
sense of purpose in their work and contributes to
fulfil the basic human need to find meaning in
life’s important activities.” (Taguiri 1982)
“...Organisational identification.. referring to an
individual’s self-definition and the inclusion of an
organisation in that definition.” (Cardador and
Pratt 2006 p.175)
Here I have included two represented definitions
relating to this school of first. The first, penned by
an esteemed, senior, colleague of mine, Renato
Taguiri, provides a salient reminder that employee
identification is a somewhat older concept than
some of the contemporary literature would lead
us to believe. It also shows how, in the early
1980s, corporate identitification was seen to fall
within the purview of corporate identity. The
second definition provides a more recent
explanation that although coming from the field
of organisational identity (which has focussed
almost exclusively on employee identification)
allows for a broader application of the corporate
W O R K I N G PA P E R S E R I E S
identification construct to individuals beyond
employees: customers are a case in point.
The varied, and rich, strands of thought relating to
corporate identification require a degree of
explication that is beyond the scope of this
chapter. For a more considered examination of
corporate identification see: Dutton Dukerich, and
Harquail (1994) and Pratt (1998). For an
examination of the relationship between
marketing and managerial approaches to identity
studies see He and Balmer (2004). For an
examination of the various ways in which
identification can occur see Cardador and Pratt
(2006). For an examination of identification from
a customer perspective see Bhattaracharya and
Sen (2003).
The defining characteristics of this school of
thought, as I see it, include (but are not limited
to) the following:
(a) Corporate identification relates to the
internationalisation by individuals (or
member of a group) of the defining attributes
of an organisation (corporate identity).
(b) Identification has, typically, been discussed in
terms of employees but is equally applicable
to customers along with other stakeholder
groups.
(c) Identification can occur through personal
relationship with other members of the
organisation (identification, for instance, with
other employees rather than, necessarily the
organisation per se), through processes of
socialisation and through the use of
organisational symbols (buildings, interior
design, logos, etc). The latter, it should be
noted, is broader in conceptualisation that
visual identity as articulated earlier.
(d) The benefits of positive, rather than negative,
corporate identification (among customers,
employees and others) includes increased
loyalty, positive word-of-mouth
recommendation and, generally speaking,
positive behaviour towards the corporation.
(e) Corporate identification can, of course, be
positive, negative or ambivalent. In certain
situations there can be a complete absence of
identification -”non-identification”- where
little, if anything, is known about the
corporation other than, perhaps, that it exists.
In many circumstances there is a lack of
knowledge as to its existence.
Corporate Identity
Focus: Actual Identity. Focuses on the distinctive
and defining characteristics of an organisation.
“(Corporate Identity) Constitutes the current
attributes of the corporation. It is shaped by a
number of elements, including corporate
ownership, the leadership style of management,
organisational structure, business activities and
markets covered, the range and quality of
products and services offered and overall business
performance. Also encompasses the set of values
held by management and employees” (Balmer and
Greyser 2002)
This school focuses on the defining characteristics of
an organisation and which differentiates one
organisation from another. Marketing scholars
adopting this perspective include see: Alessandri
(2001), Balmer (2001; 2002), Bick, Jacobson, and
Abratt (2003) and Melewar and Jenkins (2002). A
good deal of this literature adopts a multidisplinary
perspective as does the recent work of Simoes, Dibb
and Fisk (2005) which concluded that corporate
identity management entailed the dissemination of
mission and values. Their work also mirrored the first
school of thought in that it emphasises the
importance of visual identity and the communication
of single image. Also of note (from a managerial
rather than from a marketing perspective) is the work
of Albert and Whetten’s (1985). They argued that
the distinctive characteristics of an organisation are
characterised by those organisational attributes that
are central (“central character”), distinctive (“key
differences”) and enduring (“the unchanging nature
of an entity”). This bears a curious resemblance to
earlier work of French scholars (who, alas, like Taguiri
are not adequately credited within the literature)
who noted that corporate identity imbued an
organisation with specificity, stability and coherence
(Larcon and Reitter 1979). Balmer (2001a), taking a
somewhat different perspective has argued that
corporate identity is characterised by complexity (its
multifaceted and multidimensional nature: for
instance the notion that corporate identities
subsume other identities), variability (identities
evolve over time and are not enduring), and
heterogeneity (its multidisciplinary roots and
impacts).
The four defining characteristics of this school, as
understood by myself, focus on, but are not
necessarily limited to:
(i) The organisation’s activities, business
purpose, ownership and ethos, markets and
audiences covered.
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 W O R K I N G PA P E R S E R I E S

(ii) How the institution has been shaped by give life to corporate brands with the latter being
company history, heritage, and former a distillation of core corporate identity values. In
strategies. short, the footprint of corporate identity is always
to be found in a corporate brand. Customers and
(iii) The influence of values (corporate, country,
stakeholders associate such values with the brand
professional, and those of the
and this, in effect, serves as an informal contract
founder/owners and senior management) in
or what, in colloquial terms, is know as a
defining the organisation’s quintessence.
“corporate brand promise.” I have argued that
whereas legal ownership of a brand resides with
Clearly, this approach is fundamentally different
an organisation emotional ownership of the
in degree, and scale, to the other schools and is
corporate brand (and thereby its real value)
not, necessarily, easy to grasp. Even the most
resides with those who consume the corporate
cursory examination of the business environment
brand.
reveals that substantive change of identity is a
regular and common occurrence. Such change
I cannot overstress the importance of the above.
often results in a domino-like effect in terms of
the two schools of thought cited area (visual
Often there is often some confusion regarding the
identity and corporate identification) since such
relationship between corporate brands and
change often requires the acquisition of a new
corporate identities. All too often (misguidedly in
name and logo and can result in the loss of
the opinion of the writer) some writers treat the
corporate identification.
corporate brand as a surrogate term for corporate
identity. Within the practitioner literature, in
Having, albeit briefly, outlined the three principal
particular, there is a tendency to advance the view
perspectives relating to corporate identity I now
that corporate identities and corporate brands are
go on to introduce the related (but quite distinct)
analogous. It is sometimes argued that the
concept of the corporate brand. It is a concept
concept of the corporate brand is, in effect,
that is enjoying increased prominence in the
nothing more than an up-to-date expression of
literature: both academic and practitioner. I
what once was called corporate identity. There is
articulate the nature, importance of corporate
one, palpably obvious, weakness with this
brands and articulate how it differs from the
approach. This is because, whereas the corporate
concept of the corporate brand. I also outline how
identity concept in the two manifestations
corporate brands differ from product brands (and
articulated earlier is applicable to every identity
to a lesser degree in relation to service brands).
(for instance relating to the distinctive and
Moreover, I argue that corporate identities and
defining characteristics of the organisation/a
corporate brands are inextricably linked. This is
distinct organisational name and visual
hardly surprising owing to the ambient nature of
identification system) not every organisation is a
corporate identity and the fact that it provides the
corporate brand. The British Waterways Board,
platform upon which other corporate-level
Yum Foods Corporation (the owners of Taco Bell,
concerns are built. It also provides the basis upon
among others) are cases in point.
which we can comprehend corporate-level
constructs such as corporate communications and
However, what is conspicuous is the degree to
corporate image and reputation can be
which the corporate brand concept has captured
understood (see: Balmer and Greyser 2003).
the attentions on managers and practitioners.
However, this had another, negative connotation.
CORPORATE BRANDS
This is because the ubiquity of its usage has
“Corporate identity provides the grit around which
meant that the corporate brand/corporate brand
a corporate brand is formed” (Balmer 2001b)
management has become a surrogate phrase for
the organisation itself (the corporate brand) and
Adored, venerated and coveted by customers and
for general management (corporate brand
organisations alike corporate brands have become
management).
increasingly important for contemporary
organisations (Balmer and Gray 2003). I have
I have argued elsewhere, the concept of corporate
argued that corporate identity provides the
identity, although related, is distinctive on a
platform upon which corporate brands emerge: in
number of fronts for the following reasons:
effect it is an institutional form of biogenesis. My
identity-based perspective of corporate brands is (a) corporate brands have a value, portability
characterised by the view that corporate identities and longevity that corporate identities may

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W O R K I N G PA P E R S E R I E S

not have (consider the Bentley corporate
brand that had short life as a corporate brand
in the early 20th century but emerged as a
fully fledged corporate brand in 1999 when
Volkswagen resurrected the corporate brand.
Until 1999 employees had worked for Rolls
Royce in a factory called Rolls Royce and had
made Rolls Royce, as well as Bentley, cars.
Even though the corporate brand (but not,
admittedly as a product brand) Bentley had
been dormant for much of the 20th century
its value, portability and longevity meant that
it could, successfully, be resurrected.
(b) every entity has a corporate identity but may
not necessarily have a corporate brand
(Holding Companies often, but not always,
fall into this category)
(c) the focus of corporate brands is primarily
external: customers are, normally of critical
importance (Sony, British Airways). Corporate
Identity has a more internal focus. Also,
consider companies such as Nike, and Dyson:
both outsource a good deal of the production
and activities associated with their corporate
brands. Employees manufacturing trainers
and vacuum cleaners in Asia will have little
affinity with either brand but will have a
stronger association (which may be positive,
negative or indifferent) with the entity
(corporate identity) producing the product. In
contrast, consumers have a relationship with
the corporate brand and not with the
manufacturer.
(d) Once established, a corporate brand can have
a life, a meaning, and a set of expectations of
its own that although are derived from an
identity but over time, the corporate brand
can have a life of its own. An identity-type
that is separate and divisible from the
corporate identity that gave it existence.
Over time the complex dimensions of a
corporate brand result in a set of associations
with the organisation: this for the main
provides the foundations for the corporate
brand. Stakeholders understand, and
experience, these brand attributes whereas
the organisation takes care to comprehend
and communicate them both internally and
externally.
To date, many practitioners and scholars have
failed to make a clear distinction between product
and corporate brands. In my writing (Balmer
1995, 2001, 2005) I have attempted to articulate
some of the major differences between the two
branding categories. Exhibit One illustrates the
differences I have identified between corporate
and product brands. Exhibit One represents a
slightly modified version of the model I outlined
in 2001:
From the above it becomes apparent that the
emergent theory on corporate branding is, for the
most part, antithetical to traditional approaches
to branding in that it draws on other disciplines
and not just marketing. Consumers appropriate
brands as a means of defining who they are, wish
to be and/or wish to be seen as and as a means
of creating individual identities. However, I argue
that other groups such as employees, supplier,
shareholders etc also marshal brands in a not-too-
different way (Balmer 2005).
In the final section of this chapter I advance the
view that there is an overriding logic in

EXHIBIT ONE: COMPARING CORPORATE WITH PRODUCT BRANDS

CORPORATE BRANDS PRODUCT BRANDS

Disciplinary underpinnings:
Formation
Source
Values
Brand Custodian
Commitment/Responsibility
Relevant Stakeholders
Communication Platform
Legal Ownership
Emotional Ownership
Marshalling brands
In creating as sense of self
Adapted from an earlier exhibit of mine dating back to 2001 See: Balmer (2001)
Multidisciplinary Marketing
Medium/Long Term Short
Corporate Identity Product Identity
Corporate (“real values”) Synthetic (“created values”)
The CEO Brand Manager
All Personnel Brand Manager
All/Many Customers
Corporate Communications Marketing Communication
One or more entities One or more entities
Stakeholder Communities Customer Communities
Customers, Employees Customers
Suppliers, Shareholders
Local Communities etc

9
 W O R K I N G PA P E R S E R I E S
recognising the interrelationships and
interdependency of a number of corporate-level
constructs such as corporate identity, corporate
branding, corporate image and reputation, and
corporate communication. I have advanced the
view that this new area should go under the
umbrella title of corporate marketing.
RAISING THE UMBRELLA OF CORPORATE
MARKETING
In this final section I examine the embryonic area
of corporate-level marketing. At the present,
marketing is undergoing a paradigm shift and is
increasingly characterised by having an
institutional-wide focus. Evidence of this can be
found in the ascendancy of concepts such as
corporate identity, corporate reputation, corporate
branding, corporate reputation and corporate
communications. Each of these concepts has its
own intellectual roots and practice-based
adherents but our discernment of the broad
territory is constrained by focussing on one, rather
than on many, concepts. What is exciting,
however, is that when they are examined in the
round a new gestalt of the corporation may be
discerned and this explains the efficacy and
necessity of raising the umbrella of corporate
marketing. Integrative models relating to the
domain are beginning to appear such as the ACID
Test (Balmer and Soenen 1999, Balmer and
Greyser 2002), the five faceted approach outlined
in Moingeon, and Soenen (2002) and the troika
EXHIBIT TWO: THE 6Cs OF CORPORATE MARKETING
10
of elements outlined in Brown, Dacin, Pratt and
Whetten (2006).
Marketing’s entrée in to the corporate domain
has, already, become a reality. The rise of “new”
areas of marketing interest such as relationship
marketing, the marketing of services, internal
marketing, marketing for non-profits, green
marketing, and in specialised areas such as
corporate brand management, corporate image
and reputation. Kotler’s (1986) notion of
megamarketing with its recognition of groups,
“beyond customers” the importance accorded to
political power and public opinion by marketers,
and the importance attached to marketing
networks in their various guises all resonate with
my comprehension of corporate-level marketing.
A cardinal error of those who write about
marketing is a failure to emphasis the point that
marketing is, at its essence, is about a philosophy
rather than with specific organisational functions.
This raises the somewhat delicate (and for some
contentious) issue as to what is the difference
with Public Relations (PR). The critical difference
being that corporate marketing goes beyond a
concern with communications in that it embraces
a wider palette of concerns as evinced by the 6Cs
which are elaborated latter: many of these
elements have a strong marketing inheritance. My
first corporate marketing mix (Balmer 1998) has,
subsequently be simplified to form the 6Cs as
W O R K I N G PA P E R S E R I E S
outlined here (Balmer in Balmer and Greyser
2006).
The Corporate-Level Marketing Mix
What are the substantive differences between the
marketing mix and the corporate-level marketing
mix?
I hold there to be three:
The first is that the elements are broader than the
traditional “4Ps” of the marketing mix.
The second is that the elements of the traditional
mix require a radical reconfiguration.
The third is that the mix elements have distinct
disciplinary traditions. They also transcend the
traditional organisational boundaries.
The six dimensions of the corporate marketing mix
are: Character, Culture Constituencies,
Communications, Conceptualisations, and
Covenant. The six elements of my corporate
marketing mix are shown below in the form of six-
sided star: see Exhibit Two.
The following section provides a brief description
of each of the elements forming my corporate
marketing mix. In illustrating each dimension I
posit a question, which articulates the critical
nature of each of the components of the mix. In
addition, I make reference to the corporate-level
concept that underpins the area.
CHARACTER
Question: “What are the distinctive and defining
characteristics of our organisation?”
Concept: Corporate Identity
Those factors that, in their totality, make one
entity distinct from another. These include key
tangible and intangible assets of the organisation
as well as organisational activities markets served,
corporate ownership and structure, organisational
type, corporate philosophy and corporate history.
In academic parlance this is often called the
corporate identity (not to be confused with
corporate identity as it relates to systems of visual
identification).
CULTURE
Questions: “What are the collective feelings of
employees regarding the organisation where they
work?”
Concept/s: Corporate Identification and Corporate
Culture
This refers to the collective feeling of employees
as to what they feel they are in the setting of the
entity (their work place entity). These beliefs are
derived from the values, beliefs, and assumptions
about the organisation and its historical roots and
heritage. Individuals may, in part, define
themselves in terms of their relationship with the
organisation which they have internalised. Culture
is important since it provides the context in which
staff engage with each other and with other
groups such as customers: employees represent
the “front-line” of the organisation.
CONSTITUENCIES
Question: “Which stakeholder are of critical
importance and why?”
Concept/s: Stakeholder Theory and Corporate
Governance
The philosophy of corporate-marketing is
predicated upon the fact that the continuance,
and success, of organisations entails meeting the
wants and needs of a variety of stakeholder
groups: customers are of course (in most
instances) of primary importance. Without the
support (and identification) of such groups with
the entity the organisation might not have a
license to operate. Corporate Marketing should
also come with a realisation that individuals can
belong to several stakeholder groups (as a
customer, employee, shareholder and so on.)
Stakeholder management may, in broad terms, be
viewed as analogous to “constituencies
CONCEPTUALISATIONS
Question: “How are we seen by are key
stakeholders?”
Concept: Corporate Image and Corporate
Reputation
This refers to perceptions (conceptualisations)
held of the corporate brand by customers and
other key stakeholder groups. The latent
perception of the organisation held by the above
will affect their view of and their behaviour
towards the organisation. Such conceptualisations
of the organisation will, of course, differ between
different groups and account needs to be taken of
this. Corporate image and corporate reputation
scholarship inform this dimension of the corporate
marketing mix.
COMMUNICATION
Question: “Who do we say we are and to whom
do we say this?”
Concept: Corporate Communications
Corporate communications relates to the various
communications channels deployed by
organisations to communicate with customers and
other constituencies consisting of management,
management and organisational communications.
At its most comprehensive it also takes into
11
 W O R K I N G PA P E R S E R I E S

account the communications effects of

management, employee and product behaviour
and of word-of mouth and media/competitor
commentary (See Balmer and Greyser 2003: 139-
147).

COVENANT
Question: “What are the distinct components that
underpin our corporate brand covenant (corporate
brand promise)
Concept: Corporate Brand
This specifically relates to the values and
associations that are associated with a corporate
brand. Such values may be viewed as a synthesis
of the myriad of values that imbue a corporate
identity. I have argues that a corporate brand is
underpinned by a powerful (albeit informal)
contract, which can be compared to a covenant in
that customers and other stakeholder groups
often have a religious-like loyalty to the corporate
brand. Whereas (I hold) legal ownership of a
corporate brand is vested in an entity its’
emotional ownership (and therein its substantial
value) resides with those who have a close
association with the brand. (see Balmer 2001,
2001a, and 2005 and Balmer and Gray 2003).

CONCLUSION
In bringing this short chapter relating to a close, I
am mindful that this chapter has been an
“Epiphany of Three”: an attempt to reveal the
quintessential natures of corporate identity,
corporate branding and corporate marketing. In
providing an exegesis of these areas I have drawn
on case vignettes and the literature (including, for
purely practical reasons, a good deal from my own
writing). Past and present marketing scholars of
mine may remember the Balmerism, namely that
“the cerebral needs to be married with the
practical”. Fingers crossed that I have practised
what I have preached! So it is my hope that in
introducing you to these three areas your
discernment is now, perhaps, just a little clearer
and that you can appreciate the saliency of what I
have discussed. Let us not forget that these areas
are, more often than not, of vital, strategic,
importance and that they are an abiding concern
of senior management. We need to look no
further for “evidence” than our opening
examination of Hilton, Starbucks, Intel, and
Continental. As a former supervisor of mine would
have declared at this juncture: “Quod Erat
Demonstrandum” which fittingly, as I wrap up this
chapter, translates as “there you have it!”

12
W O R K I N G PA P E R S E R I E S
CASE HISTORY: “GWR: GOD’S WONDERFUL
RAILWAY”
They were industrial marvels of their age.
Technologically advanced, they represented a
new, and dynamic, revolutionary, force. Without
doubt, the arrival of the railway in England
transformed the industrial, and social, landscape
and heralded a period of, at times, irrational
exuberance, that has parallels with the
technological innovation such as the advent of
the world wide web. In the context of this
chapter it is noteworthy that the nativity of
England’s railways also heralded the epiphany of
corporate identity in the modern era.
In this article I have highlighted the two broad
approaches to corporate identity. In its simplistic
and most prosaic form it refers to systems of
visual identification and to graphic design and,
its more substantive, to the very essence of the
organisation in terms of its distinctive
characteristics. Both were recognised to be of
importance to the railways of the 19th century.
In terms of the former (visual identification),
Sir John Betjeman, the celebrated British poet
laureate, noted:
“The individuality of the great (railway)
companies was expressed in styles of
architecture, typography and liveries of engines
and carriages, even down to the knives and forks
and crockery used in refreshment rooms and
dining cars.” (Olins 1979 p. 19)
For instance, the Midland Railway favoured
Gothic in its station design: In London, St.
Pancras Station provides an impressive, and
enduring testimony, to the above. In contract, for
instance, the London and North Western Railway
favoured Greek architectural forms.
All railways made considerable use of company
coats-of-arms (what are ubiquitously, but
erroneously, known as “company crests”). For
instance, the heraldic arms of the Great Western
Railway incorporated elements from the arms of
the cities of Bristol and London and this was
prominently displayed on the livery of that
railway. As the business historian, David Jeremy
noted (1998 p. 475) “The arms stood for a
quality or service which staff aspired to uphold
and customers to expect.”
In contrast, the deeper aspects of corporate
identity (the distinctive characteristics of the
organisation including employee identification)
have also been acknowledged (albeit, implicitly).
Olins (1979 p.19) observed that:
“Complicated organisations bringing together
people with different social backgrounds in
frameworks that demanded the use of related
skills could not have been successful unless
standards of behaviour were laid down and then
heavily emphasised. The railways wanted their
employees to adopt a common attitude towards
one another and towards the travelling public.”
Testimony of the above can be found In
Sampson’s (1962 p. 542) celebrated “Anatomy
of Britain” observed that the railways, and their
employees, had acquired a feudal and way of life
of their own. At their apex, they were presided
over by top-hated stationmasters who surveyed
the cavernous halls of the major metropolitan
termini to which they were charged.
The Great, GREAT Western Railway
Among the many celebrated railway companies
of yesterday the Great Western Railway (GWR)
enjoys an especial place in the affections of
railway aficionados, or so I am lead to believe. It
was greatly loved by customers and is still
revered by former GWR employees and erstwhile
customers alike. Without question, it had one of
the most distinctive, and resilient identities, of
any railway company. It was, and still is,
affectionately known as “God’s Wonderful
Railway.” For many, it remains the greatest and
most idiosyncratic railway of all times (Olins
1978 p.21)
GWR’s history, development, and enduring
legacy, is awesome in its telling. With a history
spanning one hundred and thirteen years, GWR
retained a separate corporate entity from its
incorporation in 1835 until 1948. The growth,
and development, of the railway was one of the
most impressive industrial undertakings of its
age anywhere in the world. At its zenith, it had
responsibility for 3,700 route miles, 1,675
passenger and goods stations, 187 tunnels,
12,000 bridges, and viaducts and a workforce of
women and men of 113, 600 (Vaughan 2005).
The company, as with many corporate leviathans
of recent times, GWR expanded into new, albeit
related, spheres of business. As such, GWR had
business interests ranging from the ownership of
canals, docks, road haulage, Pullman cars, travel
agents, and delivery services. Moreover, GWR
had claim as being the biggest hoteliers and
13
 W O R K I N G PA P E R S E R I E S
caterers within the British Realm and Empire
(Sampson 1962: 541)
A key feature of GWR was the high degree of
customer and employee identification (corporate
identification) with the organisation (corporate
identity) and with what the company stood for
as epitomised by the company name (the
corporate brand). Staff were proud to be
associated with the organisation and with the
quality standards of the railway. An indicative
example of this relates to an incident in the last
year of GWR’s existence: the date being
September 13. Eager to meet the quality
standards of timing and service upon being
confronted with a significant landslide the crew
of a GWR’s goods train were sufficiently
motivated to clear the line even though they
were not required to do so. It was estimated that
the train’s personnel removed no less than three
tones of rock and earth. Not an easy task in any
instance and especially so when only very
limited equipment for a very much smaller
eventuality was carried on the train (Vaughan
2005: 30). Such high standards were to endure
post nationalisation.
As with many a colossus of today, GWR’s growth
was achieved via the acquisition of other
companies: GWR achieved organic growth
through its acquisition of two hundred railway
companies. The loss of individual company
identities as they are swallowed up by corporate
behemoths that have an insatiable appetite for
organic growth also characterises the
contemporary business environment. Of course,
what goes round comes around and a similar
fate befell GWR when, as a consequence of the
nationalisation of the railways, it became part of
what became known as British Railways.
Brunel and GWR’ Corporate Personality
It is impossible to discuss the identity of GWR,
or the engineering prowess of Great Britain in
the 19th century without making reference to
one of the most celebrated engineers of the
Victorian era: Isambard Kingdom Brunel. Brunel
has become synonymous with the heroism of
Victorian engineering and with certain
distinctive identity elements that made the Great
Western Railway so distinctive. Today, a
prominent UK University bears his name: a clear
testimony of the esteem in which he is held and
the aspiration he accords to business and
engineering scholars, among others, of today.
Sampson (1962) when undertaking research into
14
GWR among former employees in the early
1960s noted that it wasn’t long before Brunel
was referred to, and in positive terms.
In terms of identity scholarship, the role of
corporate founders/managers is recognised to
be of importance in the shaping of an
organisations identity (Olins 1978, Balmer and
Greyser 2003). Olins argued that an
organisation’s corporate personality is derived
from the personality of such figures. This is an
entirely different notion from those who accord
organisations a human-like personality. Thus, to
suggest this in relation to the writing of the
above in relation to corporate identity (which
sometimes happens) is quite erroneous although
understandable if a somewhat superficial
reading of the corporate identity literature has
taken place.
At its clearest, the notion of the corporate
personality can be seen in the founders of the
religious orders of the Catholic Church. More
often than not, these founders, gave both their
values and name to these religious orders and,
to a large degree, this explains why they have a
distinctive mission, ethos and style. Consider St
Benedict vis a vis the Benedictines (a
contemplative order); and St Francis vis a vis the
Franciscans (an order of preachers). More recent
examples from the business world include
Conrad Hilton vis a vis Hilton Hotels; Lord Reith
the first managing director and subsequent
director general of the British Broadcasting
Corporation (BBC); Bill Gates founder of
Microsoft and Sir Richard Branson the founder
of the Virgin Group.
So what of Brunel and his role at GWR? As chief
engineer of GWR, Brunel had the colossal
responsibility for the construction of the railway,
its stations and, in addition, its locomotives. His
meticulous attention to detail resulted in a most
(if not the most) superbly designed, engineered,
executed, and aesthetically pleasing railway.
Currently, the London to Bristol line is being
considered for World Heritage Site Status. If this
were to happen, then this major GWR route
would join Stonehenge, and the Taj Mahal as a
world heritage site. A striking characteristic of
GWR’s line from London Paddington to Bristol
was the absence of any discernable gradient.
Even today, this route is known as “Brunel’s
billiard table“
W O R K I N G PA P E R S E R I E S
There are other enduring legacies from Brunel
both in engineering and architectural terms. This
includes undisputed architectural gems
including the station at Bristol Temple Meads
and GWR’s London terminus Paddington station.
There were engineering feats such as the bridge
at Maidenhead Bridge. Many of Brunel’s
structures are still in use and, remarkably, endure
greater loads and speeds than go well-beyond
what Brunel envisioned. In addition, Brunel
(together with the eminent locomotive designer
Daniel Gooch) bequeathed a distinctive (and
possibly unique) design heritage that can be
traced back to 1837 and survived into the latter
half of the 20th century. The gleaming copper-
clad chimney of the locomotives (which were
invariably buffed to a high shine) is one iconic
symbol of GWR that endured.
The GWR Legacy: The “Great Western
Region”
Even after the GWR was incorporated into the
nationalised railways system (and became
known as the Great Western Region) it was
difficult to eviscerate an inheritance, which had
lasted over a hundred years. It was an
inheritance that included technical features such
as signals and brakes and a distinctive legacy
relating to design and branding. For instance,
even after nationalisation the line from
Paddington to the West of England continued
the GWR tradition of having branded trains that
captured all the romance of steam. Examples
include: The Cornish Riviera Express, The
Mayflower, The Merchant Venturer and The
Cathedrals Express. Tellingly, the high standards
of punctuality and performance survived with it
being claimed back in the late 1970s that GWR
was the most punctual and efficient on British
Railways (Olins 1978: 21)
All Change Please
Today, Britain’s railways are in many but not in
all respects almost unrecognisable from their
progenitors. Since the privatisation of the
railways in 1996 the old vestiges of the past
have been swept away. The separate traditions
and identities of earlier railway companies have
been swept aside and the military style hierarchy
(that characterised the railways of old) is a
distant memory. Different parts of Great
Britain’s railway network have been franchised to
a plethora of different railways. The first trounce
of franchises were awarded to organisations as
diverse as Sir Richard Branson’s Virgin Group; to
the Sea Containers Group of Bermuda and to
the French conglomerate Vivendi amongst
others.
However, the British love affair with GWR is
repeatedly consummated throughout southern
England. How is this? Today, there are no less
than eighteen preservation railways on former
GWR branch lines. Thus, it is still very easy to
experience Brunel’s legacy and distinctive
corporate identity and visual identity of GWR. It
is also palpably obvious that there is still strong
employee identification to the GWR tradition if
not company. The Chinnor and Princes
Risborough Railway (C&PRR) is one such
preservation railway which operates a three and
half mile of stretch of scenic railway line. It’s a
sobering thought that C&PRR attracts upwards
of 20,000 visitors a year, which is three times
more than the original GWR typically, sold in a
year between 1900 and 1939.
Final Reflections
Today, most readers of this chapter will probably
be more familiar with the corporate and visual
identities of airlines than with individual railway
companies. Just as railways achieved
distinctiveness through corporate identity and
identification management so have the airlines
of today. Superficially, airlines are differentiated
in terms of airline livery, uniforms and interior
design: what I have called visual identity but
most of us are familiar with the more
substantive aspects of identity via our service
encounters with such airlines as passengers and
where, sometimes, we are treated as valued
customers (this is not always the case from my
experience). Consider two British airlines, British
Airways (BA), and Virgin Atlantic (VA) and the
sizeable differences between them. Both airlines
draw on their British inheritance but their ethos
and service delivery are quite different. BA is
more formal, reserved and traditional in tone
whereas the latter is decidedly more informal,
open and contemporary. If Virgin represents
Cool Britannia then, perhaps, BA, is more Rule
Britannia.
We can see that airlines of today belong to one
of two broad identity clans. Legacy airlines such
as Air India, American, British Airways, Alitalia,
Emirates, and Malaysian Airways often stress
their identification with a country and, for the
main, have a strong identification with other
airlines through their membership of an airline
alliance such as One World. Such airlines vie
with low-cost carriers such as Air Asia, Easy Jet,
15
 W O R K I N G PA P E R S E R I E S

JetBlue, Southwestern, TigerAir, and Virgin Blue.

Ironically, in certain markets, low cost carriers
also share certain characteristics.

Two final points, from the GWR case history. The

first point is that we sometimes forget that a
holistic view of corporate identity has long been
recognised as a key differentiating factor for
organisations. 19th century managers and
entrepreneurs were not fools! Senior managers
have long understood the importance of
corporate identity and corporate branding even
if they did not refer to these concepts and, at
last, there appears to be a renewed surge of
interest among marketing and management
academics in corporate identity, especially from
our colleagues in North America.

In bringing this case vignette to an end it is my

hope that our exploration of corporate identity,
identification, visual identity, corporate branding
and corporate marketing have proved to be both
accessible and illuminatory. Certainly, our
examination of GWR will, upon reflection, reveal
insights into all of the above but then one
would expect this from a company that has been
accorded a divine status as “Gods Wonderful
Railway.”

Questions
1. Making reference to the GWR case example
identify the elements that mirror the three
schools of thought relating to identity. Also
consider the Railway in terms of corporate
branding and corporate marketing.
2. Select two organisations operating in the
same sector (for instance banks, financial
services, universities, supermarkets) and
articulate their distinctiveness in terms of the
three schools of thought relating to corporate
identity.
3. Selecting three contrasting organisations of
your choice, consider the significance of
company founders/founding managers in
imbuing their values on such organisations.
(what is termed “corporate personality”)

16
W O R K I N G PA P E R S E R I E S
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The Role of Top Management,” International
Seminar on Corporate Identity Building, CERAM,
Sophia Antipolis, France.
The Economist (2006) March 11:74.

Melewar, T.C. and Harold, J. (1999) “The Role of Vaughan, A. (2005) The Railway Magazine,
Corporate Identity in Merger and Acquisition December: 28.
Activity,” Journal of General Management, 26 (2):
17-31.

Melewar, T.C. and Saunders, J. (1999)

“International Global Visual Identity:
Standardisation or Localisation?” Journal of
International Business Studies, 31 (3): 583-598.

Moingeon, B. and Soenen, G. (2002) (eds)

Corporate and Organizational Identities, London,
Routledge.

Napoles, V. (1988) Corporate Identity Design.

John Wiley and Son, New York.

Olins, W. (1978) The Corporate Personality. An

Inquiry into the Nature of
Corporate Identity, Design Council, London.

Pilditch, J. (1971) Communication by Design: A

Study in Corporate Identity, Maidenhead, UK:
McGraw Hill.

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W O R K I N G PA P E R S E R I E S

ABOUT THE AUTHOR

Professor John M.T. Balmer BA (Hons), MBA
(Dunelm), PhD, Dip.M, A. Mus.T.C.L, PGCE is
Professor of Corporate Brand/Identity
Management at Bradford University School of
Management. His published academic work has
received a number of awards and have appeared
in leading journals including California
Management Review, Long Range Planning,
International Studies of Management and
Organizations, European Journal of Marketing,
Journal of Marketing Management and The
Journal of General Management. He has given
seminars at leading business schools such as
Harvard, Rotterdam and Copenhagen. Along with
Professor Greyser of Harvard Business School he
co-authored “Revealing the Corporation”
(Routledge, 2003) which gives a panoptic
overview of corporate identity, corporate branding
image, reputation, corporate communication and
corporate marketing. He has served as a guest
editor for ten special editions of journals on the
above themes. Along with scholars from Harvard
and Lund University (Sweden) he undertook a
major study on “Monarchies as Corporate Brands”
and was granted unprecedented access to The
Swedish Royal Household over a three year period
which included numerous interviews with
members of the Royal Family including the King
and Queen of Sweden. He has also served as an
adviser to the BBC, Mercedez Benz and to the
global branding consultancy Enterprise plc. In
1994 he founded the International Corporate
Identity Group that was formally launched in the
House of Lords in 1995.

Email: j.balmer@bradford.ac.uk

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 W O R K I N G PA P E R S E R I E S
LIST OF WORKING PAPER TITLES
2006
06/19 – Professor John M.T. Balmer
Comprehening Corporate Identity, Corporate Brand Management
and Corporate Marketing
06/17 – Dr James Wallace, Dr Rana Tassabehji & Dr Nelarine Cornelius
A Statistical Analysis of Corporate Social Responsibility, Corporate
Identity and Ethics Teaching in Business Schools
06/16 – Robert Perrett & Miguel Martínez Lucio
Networks, Communities and the Representation of Black and Minority
Ethnic Workers in Employment Relations: The realities of community
politics and trade unions
06/15 – Christine A Hope & Tamsin L Potter
A Comparison of Operations Management in Hotels in Germany and
the UK
06/14 – Tietze, S., Musson, G., & Scrurry, T.
Invisible Aspects of Homeworking Practices and Managing the
WorkLifeBalance: An Empirical Investigation in Two Case Organisations
06/13 – Myfanwy Trueman & Nelarine Cornelius
Hanging Baskets or Basket Cases? Managing the Complexity of City
Brands and Regeneration
06/12 – Dr Christopher Pass
The Revised Combined Code and Coraporate Governance: An Emprical
Survey of 50 LArge UK Companies
06/11 – Professor John M T Balmer & Professor Stephen A Greyser
Raising the Corporate Marketing Umbrella
06/10 – Stephanie Hussels & Damian R Ward
The Impact of Deregulation on the German and UK Life Insurance
Markets: An Analysis of Efficiency and Productivity Between 1991 – 2002
06/09 – Melaine Baier, Gernot Graefe & Ellen Roemer
Screening New Service Ideas for Business Markets: The Case of IT
Business Services
06/08 – Professor John M T Balmer
Comprehending Corporate Marketing and the Corporate Marketing Mix
06/07 – Shona Bettany
Steps Towards transformative Consumer Research Practice: A Taxonomy
of Possible Reflexivities
06/06 – Axèle Giroud & Jonna Scott-Kennel
Foreign-Local Linkages in International Business:
A Review and Extension of the Literature
06/05 – Jenny Fairbrass, Linda O’Riordan & Hafiz Mirza
Corporate Social Responsibiity: Differing Definitions and Practice?
06/04 – Professor John M T Balmer & Irene Thomson
Hilton. The Siamese Twins Syndrome and the Shared Ownership of
Corporate Brands
06/03 – Ke Peng
Does Liquidity Information Matter?
A View from fixed income Dealers
06/02 – Dr Jenny Fairbass
Sustainable Development, Corporate Social Responsibility and
Europeanisation of the UK Business Actors: Preliminary Findings
06/01 – Christopher J S Gale
The UK Responseto Terrorism: Human Rights and a Wider Perspective
2005
05/43 – Professor John M T Balmer
Corporate Brands: A Stretegic Management Framework
05/42 – Professor John M T Balmer
Monarchical Perspectives on Corporate Brand Management
05/41 – Gretchen Larsen, Rob Lawson & Sarah Todd
The Symbolic Consumption of Music
05/40 – Professor John M T Balmer
The British Monarchy and Corporate Brand Management:
Historical Perspectives
05/39 – Adrian Kuah & John Day
Revisiting the Porter Diamond: Applying Importance Performance Matrix
to the Singaporean Financial Cluster
05/38 – Jean-Marc Trouille
Towards a European Industrial Policy? French and German Strategies
05/37 – Kyoko Fukukawa, Christine Ennew & Steve Diacon
An Eye for An Eye: Investigating the Impact of Consumer Perception of
Corporate Unfairnwess on Aberrant Consumer Behavior
20
05/36 – Dr Ellen Roemer
Customer Value in (A) Symmetric Buyer-Seller Relationships
05/35 – Professor John M T Balmer
Comprehending the Constitutional Monarchies of Britain and Sweden:
Issues of Trust and Corporate Brand Management
05/34 – Christopher Maguire & Christine A Hope
The Forensic Sciences Service Post Monopoly – the Need to Understand
Customer Expectations
05/33 – Mr David Ginn & Professor M Zairi
The Role of QFD in Capturing the Voice of Customers
05/32 – Axèle Giroud & Hafiz Mirza
Factors Determining Input Linkages Between Local Suppliers and
Foreign Subsidiaries in South East Asia
05/31 – Dr M Al Azmi & Prof M Zairi
Knowledge Management: A Proposed Taxonomy
05/30 – Axèle Giroud & Hafiz Mirza
Multinational Enterprise Policies Towards International Intra-Firm
Technology Transfer: The Case of Japanese Manufacturing Firms in Asia
05/29 – Noor Azman Ali & Mohamed Zairi
Service Quality in Higher Education
05/28 – Alexander T Mohr & Jonas F Puck
Control and trust as Organizing Principles of International Joint Venture
05/27 – Dr A Al Nofal, Dr N Al Qmaim & Prof M Zairi
TQM: Theoretical Insights: Part 2
05/26 – Dr A Al Nofal, Dr N Al Qmaim & Prof M Zairi
TQM: Theoretical Insights Part 1
05/25 – Jeryl Whitelock & Hui Yang
An Empirical Analysis of Moderating Effects of Parent Control on
International Joint Ventures Performance
05/24 – Dr Ellen Roemer
View Your Customers as Real Options
05/23 – Dr A Al Nofal, Dr N Al Qmaim & Prof M Zairi
Critical Factors of TQM: An Update on the Literature
05/22 – L Chatziaslan, Dr L Breen & Dr M Webster
An Analysis of Power in Buyer-Supplier Relationships in the
Pharmaceutical Supply Networks in the UK National Health Service and
its Application to International Markets
05/21 – Fernando Fastoso & Jeryl Whitelock
Policies and practices of International Advertising Standardisation in
the Mercosur
05/20 – Alwabel S A & Professor Zairi M
E-Commerce Critical Success Factors: A Cross-Industry Investigation
05/19 – Alwabel S A, Ahmed A M & Professor Zairi M
The Evolution of ERP and its Relationship with E-Business
05/18 – Alwabel S A & Professor Zairi M
The Web and its Impact on the Provision of Financial Services:
A Benchmarking Perspective of Saudi Banks
05/17 – Alwabel S A & Professor Zairi M
Factors Influencing the Implementation of E-Commerce Technologies by
Financing Services in Saudi Arabia – An Empirical Study
05/16 – Andrew J Taylor & Damian R Ward
Consumer Attributes and the UK Market for Private Medical Insurance
05/15 – Roszaini Haniffa, Mohammad Hudaib & Abdul Mailk Mirza
UQUD & Accounting Policy Choice
05/14 – Mohamed Zairi
TQM Sustainability: How to Maintain its Gains Through
Transformational Change
05/13 – Myfawny Trueman
Emotional Intelligence: The Relationship Between an Innovative
Construct and Successful Training in Management Schools
(A Comparison Between German and British Contexts)
05/12 – Nicholas J Ashill & David Jobber
Measuring Perceived Environmental Uncertainty:
Scale Development and Validation
05/11 – David Jobber
The Social Psychology of Sales-Marketing Intergroup Relations:
An Empirical Investigation
05/10 – Myfawny Trueman, Ali Bagg & Diana Cook
Anyone for Hanging Baskets? Re-Building Business Confidence and
Shaping Socirty in a Multi-Ethnic City
05/09 – Dr Rana Tassabehji
Managing E-Business Security: A Holistic Approach
W O R K I N G PA P E R S E R I E S
05/08 – Dr Myfanwy Trueman, Mirza Mohammed Ali Baig &
Dr Diana Cook
Who’s Listening? How a Misunderstanding about Communications
Networks within the UK Asian Business Community can Impact on the
Rejuvenation of a City Brand
05/07 – Dr Hong-Wei He & Professor John M T Balmer
Identity Studies: Multiple Perspectives and Implications for Corporate-
level Marketing
05/06 – Robert Wapshott & David P Spicer
Seeking Evidence of HR Change Agents in SMEs –
A Preliminary Investigation
05/05 – Gretchen Larsen & Daragh O’Reilly
Music Festivals as Sales of Consumption: An Exploratory Study
05/04 – Dr Hong-Wei He & Professor John M T Balmer
Identity Studies: Multiple Perspectives and Implications for Corporate-
level Marketing
05/03 – David P Spicer & Rusli Ahmad
Cognitive Processing Models in Performance Appraisal: Evidence From
the Malaysian Education System
05/02 – Alexander T Mohr & Jonas F Puck
How Can Firms Improve the Performance of Their International Joint
Venture? Responding to Functional Diversity
05/01 – David P Spicer
Culture in Change: A Case Study of a Merger Using Cognitive Mapping
2004
04/44 – (not available)
04/43 – Professor John M T Balmer & Professor Edmund R Gray
Corporate Brands as Strategic Resources
04/42 – Musa Mangena & Venanico Tauringana
A Study of the Relationship Between Audit Committee Charactistics and
Voluntary External Auditor Involvement in UK Interim Reporting
04/41 – Axèle Giroud & Hafiz Mirza
Multinational Enterprises and Local Input Linkages in South East Asia
04/40 – Belinda Dewsnap & David Jobber
What Factors Affect Collaborations Between Sales and Marketing
Department?
04/39 – Dr Hong-Wei He & Professor John M T Balmer
The Oneworld Alliance Brand: A Preliminary Inquiry
04/38 – Hairulliza Mohamad Judi, Roger Beach & Alan Paul Muhlemann
Defining Manufacturing Flexibility: A Research Prerequiste
04/37 – Professor W A Taylor
Relative Influence of Structure and process in Strategic Alliances:
An Empricial Study of the Software Sector
04/36 – Dr Ellen Roemer
Guiding a Double-Edged Sword: Continuity versus Flexibility in Industrial
Relationships
04/35 – David P Spicer
Organisational Learning and Perfromance in SMEs
04/34 – Aren Boschman & Margaret Webster
Outsourcing as an Operations Strategy in a National Conservation
Agency: A Case Study from South African national Parks (SANParks)
04/33 – Jo McBride & John Stirling
A New Industrial Relations in an Old Industry?
04/32 – Roszaini Haniffa & Mohammad Hudaib
Disclosure Practices of Islamic Financial Institutions: An Exploratory Study
04/31 – Professor John M T Balmer
The Corporate Branding Triumvarite: Values, Promise and Behaviour?
04/30 – Christopher Pass
The Configuration of Long-Term Executive Directors Incentive Schemes:
An Empirical Survey of Option and LTIP Practice in Large UK Companies
04/28 – Ellen Roemer
Real Options and the Theory of the Firm
04/27 – Deborah Allcock & Christopher Pass
Executive Incentive Pay Strategies in Entrepreneurial UK Initial Public
Offering Companies: An Empirical Study
04/26 – Professor John M T Balmer & Dr Helen Stuart
British Airways and Balmer’s AC3ID Test of Corporate Brand Management
04/25 – Musa Mangena & Richard Pike
Shareholding of Audit Committee Members, Audit Committee Size and
Expertise and the Quality of Interim Financial Reporting
04/24 – Professor John M T Balmer, Stephen A Greyser & Mats Urde
Monarchies as Corporate Brands
04/23 – Nur Naha Abu Mansor, Mike Tayles & Richard Pike
The Role of Team-Realated Factors in Implementations Success of
Activity-Based Costing Systems
04/22 – Musa Mangena
On the Perceived Importance of Disclosure Items in UK Interim Financial
Reports: Evidence from the Investment Analysis
04/21 – Arvid Falgestad & Christine A Hope
Stakeholders in a Winter Sports Destination:
Identification and Prioritisation
04/20 – Oliver Breiden, Hafiz R Mirza & Alexander T Mohr
Coping with the Job Abroad: A Correspondence Model of Expatraite
Work Adjustment
04/19 – Michael Baum, Sandra Hogarth-Scott & Devashish Pujari
The Auction Flow: Goal-Directed and Experimental Flow Effects on User
Experience in Online Auctioning
04/18 – Hong-We He & John MT Balmer
The Saliency & Significance of Generic Identity:
An Exploratory Study of UK Building Societies
04/17 – Professor John M T Balmer
The British Monarchy as a Corporate Brand: Heresy or Necessity?
04/16 – Professor John M T Balmer
The British Monarchy: Does the British Crown as a Corporate Brand Fit?
04/15 – Professor John M T Balmer
Dimensions and Associations of Corporate Identity: Insights from the
British Monarchy, the BBC and from Identity Consultancy
04/14 – Edmund R Gray & John M T Balmer
The Sustainable Entrepreneur
04/13 – Professor Zairi M, Dr Hogg L & Dr Ahmed A M
Introducing A New Innovation By Stimulating A Real Shopping
Experience
04/12 – Dr Al-Rasheed S, Professor Zairi M & Dr Ahmed A M
Getting in The Mind of The Customer: An Empirical Study of Consumer
Behaviour in Retailing
04/11 – Dr Al-Nofal A, Professor Zairi M & Dr Ahmed A M
Critical Factors of TQM: An International Comparative Benchmarking
Analysis
04/10 – Belinda Dewsnap & David Jobber
The Antecedents of Sales-Marketing Collaboration:
An Empirical Investigation
04/09 – Mary Klemm & John Redfearn
Mission Statements: Do They Still Have a Role?
04/08 – Taufiq Choudhry, Edward Ng & Ke Peng
Dynamic Interaction Among Asian Exchange Rates: Evidence From
Asian Financial Crisis
04/07 – Zahid Hussain & Peter Prowse
Human Resource Information Systems (HRIS) as Means of Fulfilling Job
Roles More Professionally for Human Resource (HR) Managers
04/06 – Damian Ward
Measuring the Value of Differentiation In The UK Monthly Savings Market
04/05 – Stephanie Hussels & Damian Ward
Cost Efficiency and Total Factor Productivity in the European Life
Insurance Industry: The Development of the German Life Insurance
Industry Over the Years 1991-2002
04/04 – Axèle Giroud & Hafiz Mirza
Intra-firm Technology Transfer: The Case of Japanese Manufacturing
Firms in Asia
04/03 – David Spicer
The Impact of Approaches to Learning and Cognition on Academic
Performance in Business and Management
04/02 – Hafiz Mirza & Axèle Giroud
Regionalisation, Foreign Direct Investment and Poverty Reduction:
The Case of ASEAN
04/01 – Gretchen Larsen & Veronica George
The Social Construction of Destination Image – A New Zealand Film
Example
2003
03/35 – Alexander T Mohr & Jonas F Puck
Asymmetries in Partner Firms’ Perception of Key Variables and the
Performance of International Joint Ventures
03/34 – Hafiz Mirza & Axèle Giroud
The Impact of Foreign Direct Investment on the Economic Development
of ASEAN Economies: A Preliminary Analysis
21
 W O R K I N G PA P E R S E R I E S
03/33 – Raissa Rossiter
Networks, Collaboration and the Internationalisation of Small and
Medium-Sized Enterprises: An Interdisciplinary Perspective on the
Network Approach – Part 1
03/32 – Stephanie Hussels, Damian Ward & Ralf Zurbruegg
How Do You Stimulate Demand For Insurance?
03/31 – Donal Flynn & Zahid I Hussain
A Qualitative Approach to Investigating the Behavioural Definitions of
the Four-Paradigm Theory of Information Systems Development
03/30 – Alexander T Mohr & Simone Klein
Adjustment V. Satisfaction – An Analysis of American Expatriate
Spouses in Germany
03/29 – David Spicer & Eugene Sadler-Smith
Organisational Learning in Smaller Manufacturing Firms
03/28 – Alex Mohr & Markus Kittler
Foreign Partner Assignment Policy & Trust in IJVs
03/27 – Avinandan Mukherjee & Rahul Roy
Dynamics of Brand Value Management of Entertainment Products –
the Case of a Television Game Show
03/26 – Professor Andrew Taylor
Computer-Mediated Knowledge Sharing and Individual User Difference:
An Exploratory Study
03/25 – Dr Axèle Giroud
TNCs Intra- and Inter-firms' Networks: The Case of the ASEAN Region
03/24 – Alexander T Mohr & Jonas F Puck
Exploring the Determinants of the Trust-Control-Relationship in
International Joint Ventures
03/23 – Scott R Colwell & Sandra Hogarth-Scott
The Effect of Consumer Perception of Service Provider Opportunism
on Relationship Continuance Behaviour: An Empirical Study in
Financial Services
03/22 – Kathryn Watson & Sandra Hogarth-Scott
Understanding the Influence of Constraints to International
Entrepreneurship in Small and Medium-Sized Export Companie
03/21 – Dr A M Ahmed & Professor M Zairi
The AEQL Framework Implementation: American Express Case Study
03/20 – Dr K J Bomtaia, Professor M Zairi & Dr A M Ahmed
Pennsylvania State University Case Study:
A Benchmarking Exercise in Higher Education
03/19 – Alexander T Mohr & Jonas F Puck
Inter-Sender Role Conflicts, General Manager Satisfaction and Joint
Venture Performance in Indian-German Joint Ventures
03/18 – Mike Tayles & Colin Drury
Profiting from Profitability Analysis in UK Companies?
03/17 – Dr Naser Al-Omaim, Professor Mohamed Zairi & Dr Abdel
Moneim Ahmed
Generic Framework for TQM Implementation with Saudi Context:
An Empirical Study
03/16 – AM Al-Saud, Dr AM Ahmed & Professor KE Woodward
Global Benchmarking of the Thrid Generation Telecommunication
System: Lessons Learned from Sweden Case Study
03/15 – Shelley L MacDougall & Richard Pike
Consider Your Options: Changes to Stratetic Value During
Implementation of Advanced Manufacturing Technology
03/14 – Myfanwy Trueman & Richard Pike
Building Product Value by Design. How Strong Accountants/Design
Relationships Can Provide a Long-Term Competitive
03/13 – Jiang Liu, Ke Peng & Shiyan Wang
Time Varying Prediction of UK Asset Returns
03/12 – A M Ahmed, Professor M Zairi & S A Alwabel
Global Benchmarking for Internet & E-Commerce Applications
03/11 – A M Ahmed, Professor M Zairi & Yong Hou
Swot Analysis for Air China Performance and Its Experience with Quality
03/10 – Kyoko Fukukawa & Jeremy Moon
A Japanese Model of Corporate Social Responsibility?:
A study of online reporting
03/09 – Waleed Al-Shaqha and Mohamed Zairi
The Critical Factors Requested to Implement Pharmaceutical Care in
Saudit Arabian Hospitals: A Qualitative Study
03/08 – Shelly MacDougall & Richard Pike
The Elusive Return on Small Business Investment in AMT: Economic
Evaluation During Implementation
22
03/07 – Alexander T Mohr
The Relationship between Inter-firm Adjustment and Performance in
IJVs – the Case of German-Chinese Joint Ventures
03/06 – Belinda Dewsnap & David Jobber
Re-thinking Marketing Structures in the Fast Moving Consumer Goods
Sector: An Exploratory Study of UK Firms
03/05 – Mohamed Zairi & Samir Baidoun
Understanding the Essentials of Total Quality Management:
A Best Practice Approach – Part 2
03/04 – Deli Yang & Derek Bosworth
Manchester United Versus China: The “Red Devils” Trademark Problems
in China
03/03 – Mohamed Zairi & Samir Baidoun
Understanding the Essentials of Total Quality Management:
A Best Practice Approach – Part 1
03/02 – Alexander T Mohr
The Relationship Between Trust and Control in International Joint Ventures
(IJVs) – An Emprical Analysis of Sino-German Equity Joint Ventures
03/01 – Mike Tayles & Colin Drury
Explicating the Design of Cost Systems
2002
02/34 – Alexander T Mohr
Exploring the Performance of IJVs – A Qualitative and Quantitative
Analysis of the Performance of German-Chinese Joint Ventures in the
People’s Republic of China
02/33 – John M T Balmer & Edmund Gray
Comprehending Corporate Brands
02/32 – John M T Balmer
Mixed Up Over Identities
02/31 – Zoë J Douglas & Zoe J Radnor
Internal Regulatory Practices: Understanding the Cyclical Effects within
the Organisation
02/30 – Barbara Myloni, Dr Anne-Wil Harzing & Professor Hafiz Mirza
A Comparative Analysis of HRM Practices in Subsidiaries of MNCs and
Local Companies in Greece
02/29 – Igor Filatotchev
”Going Public with Good Governance’’: Board Selection and Share
Ownership in UK IPO Firms
02/28 – Axele Giroud
MNEs in Emerging Economies: What Explains Knowledge Transfer to
Local Suppliers
02/27 – Niron Hashai
Industry Competitiveness – The Role of Regional Sharing of Distance-
Sensitive Inputs (The Israeli – Arab Case)
02/26 – Niron Hashai
Towards a Theory of MNEs from Small Open Economics – Static and
Dynamic Perspectives
02/25 – Christopher Pass
Corporate Governance and The Role of Non-Executive Directors in Large
UK Companies: An Empirical Study
02/24 – Deli Yang
The Development of the Intellectual Property in China
02/23 – Roger Beach
Operational Factors that Influence the Successful Adoption of Internet
Technology in Manufacturing
02/22 – Niron Hashai & Tamar Almor
Small and Medium Sized Multinationals: The Internationalization
Process of Born Global Companies
02/21 – M Webster & D M Sugden
A Proposal for a Measurement Scale for Manufacturing Virtuality
02/20 – Mary S Klemm & Sarah J Kelsey
Catering for a Minority? Ethnic Groups and the British Travel Industry
02/19 – Craig Johnson & David Philip Spicer
The Action Learning MBA: A New Approach Management Education
02/18 – Lynda M Stansfield
An Innovative Stakeholder Approach to Management Education:
A Case Study
02/17 – Igor Filatotchev, Mike Wright, Klaus Uhlenbruck,
Laszlo Tihanyi & Robert Hoskisson
Privatization and Firm Restructuring in Transition Economies:
The Effects of Governance and Organizational Capabilities
W O R K I N G PA P E R S E R I E S

02/16 – Mike Tayles, Andrew Bramley, Neil Adshead & Janet Farr 01/07 – Daragh O’Reilly
Dealing with the Management of Intellectual Capital: The Potential Role Corporate Images in ‘Jerry Maguire’: A Semiotic Analysis
of Strategic Management Accounting 01/06 – Tony Lindley & Daragh O’Reilly
02/15 – Christopher Pass Brand Identity on the Arts Sector
Long-Term Incentive Schemes, Executive Remuneration and Corporate 01/05 – M Trueman, J Balmer & D O’Reilly
Perfomance Desperate Dome, Desperate Measures! Managing Innovation at London’s
02/14 – Nicholas J Ashill & David Jobber Millennium Dome
An Empirical Investigation of the Factors Affecting the Scope of 01/04 – M Trueman, M Klemm, A Giroud & T Lindley
Information Needed in a MkIS Bradford in the Premier League? A Multidisciplinary Approach to
02/13 – Bill Lovell, Dr Zoe Radnor & Dr Janet Henderson Branding and Re-positioning a City
A Pragmatic Assessment of the Balanced Scorecard: An Evaluation use in 01/03 – A Harzing
a NHS Multi-Agency Setting in the UK Self Perpetuating Myths and Chinese Whispers
02/12 – Zahid Hussain & Donal Flynn 01/02 – M Webster
Validating the Four-Paradigm Theory of Information Systems Development Supply Systems Structure, Management and Performance:
02/11 – Alexander T Mohr & Simone Klein A Research Agenda
The Adjustment of American Expatriate Spouses in Germany – 01/01 – A Harzing
A Qualitative and Quantative Analysis Acquisitions Versus Greenfield Investments: Exploring the Impact of the
02/10 – Riyad Eid & Myfanwy Trueman MNC’s International Strategy
The Adoption of The Internet for B-to-B International Marketing
02/09 – Richard Pike & Nam Cheng 2000
Trade Credit, Late Payment and Asymmetric Information 0031 – John Ritchie & Sue Richardson
02/08 – Alison J Killingbeck & Myfanwy M Trueman Leadership and Misleadership in Smaller Business Governance
Redrawing the Perceptual Map of a City 0030 – Mary Klemm
02/07 – John M T Balmer Tourism and Ethnic Minorities in Bradford: Concepts and Evidence
Corporate Brands: Ten Years On – What’s New? 0029 – (not available)
02/06 – Dr Abdel Moniem Ahmed & Professor Mohamed Zairi 0028 – (not available)
Customer Satisfaction: The Driving Force for Winning Business 0027 – Axèle Giroud
Excellence Award Determinant Factors of the Degree of Supply-Related Technology Transfer:
02/05 – John M T Balmer & Stephen A Greyser A Comparative Analysis Between Asian Affiliates
Managing the Multiple Identities of the Corporation 0026 – A Cullen, M Webster & A Muhlemann
02/04 – David Philip Spicer Enterprise Resource Planning (ERP) Systems: Definitions, Functionality and
Organizational Learning & The Development of Shared Understanding: the Contribution to Global Operations
Evidence in Two Public Sector Organizations 0025 – B Chennoufi & M Klemm
02/03 – Tamar Almor & Niron Hashai Managing Cultural Differences in a Global Environment
Configurations of International Knowledge-Intensive SMEs: 0024 – (not available)
Can the Eclectic Paradigm Provide a Sufficient Theoretical Framework?
0023 – Simon Best & Devashish Pujari
02/02 – Riyad Eid, Myfanwy Trueman & Abdel Moniem Ahmed Internet Marketing Effectiveness:
The Influence of Critical Success Factors on International Internet An Exploratory Examination in Tourism Industry
Marketing
0022 – Dr Myfanwy Tureman
02/01 – Niron Hashai Divided Views, Divided Loyalties: Changing Customer Perceptions by Design
The Impact of Distance Sensitivity and Economics of Scale on the
Output and Exports of Israel and its Arab Neighbours 0021 – Yasar Jarrar
Becoming World Class Through a Culture of Measurement
2001 0020 – David Spicer & Eugene Sadler-Smith
01/18 – Christopher M Dent Cognitive Style & Decision Making
Transnational Capital, the State and Foreign Economic Policy: 0019 – Z J Radnor & R Boaden
Singapore, South Korea and Taiwan A Test for Corporate Anorexia
01/17 – David P Spicer & Eugene Sadler-Smith 0018 – (not available)
The General Decision Making Style Questionnaire: 0017 – Peter Prowse
A Comfirmatory Analysis Public Service Union Recruitment Workplace Recovery or Stagnation in
01/16 – David P Spicer a Public Services Union? Evidence From a Regional Perspective
Expanding Experimental Learning: Linking Individual and 0016 – Yasar F Jarrar & Mohamed Zairi
Organisational learning, Mental Models and Cognitive Style Best Practice Transfer for Future Competitiveness:
01/15 – E Grey & J Balmer A Study of Best Practices
Ethical Identity; What is it? What of it? 0015 – Mike Tayles & Colin Drury
01/14 – Mike Talyes & Colin Drury Cost Systems and Profitability Analysis in UK Companies: Selected
Autopsy of a Stalling ABC System: A Case Study of Activity Based Cost Survey Findings
Management and Performance Improvement 0014 – B Myloni & A Harzing
01/13 – N Esho, R Zurbruegg, A Kirievsky & D Ward Transferability of Human Resource Management Practices Across
Law and the Deminants of International Insurance Consumption Borders: A European Reflection on Greece
01/12 – J Andrews Coutts & Kwong C Cheug 0013 – (not available)
Trading Rules and Stock Returns: Some Preliminary Short Run Evidence 0012 – Nick J Freeman
from the Hang Seng 1985-1997 Asean Investment Area: Progress and Challenges
01/11 – D McKechnie & S Hogarth-Scott 0011 – Arvid Flagestad & Christine A Hope
Linking Internal Service Encounters and Internal Transactions: Unravelling A Model of Strategic Success in Winter Sports Destinations:
Internal Marketing Contract Workers the Strategic Performance Pyramid
01/10 – M Webster & D M Sugden 0010 – M Poon, R Pike & D Tjosvold
Operations Strategies for the Exploitation of Protected Technology: Virtual Budget Participation, Goal Interdependence and Controversy:
Manufacture as an Alternative to Outward licensing A Study of a Chinese Public Utility
01/09 – Axèle Giroud 0009 – Patricia C Fox, John M T Balmer & Alan Wilson
Buyer-Supplier Transfer and Country of Origin: An Empirical Analysis of Applying the Acid Test of Corporate Identity Management
FDI in Malaysia
0008 – N Y Ashry & W A Taylor
01/08 – Damian Ward Information Systems Requirements Analysis in Healthcare:
Do Independent Agents Reduce Life Insurance Companies’ Free Cash Flow? Diffusion or Translation?

23
 W O R K I N G PA P E R S E R I E S

0007 – T Lindley, D O’Reilly & T Casey 9901 – M Trueman

An Analysis of UK Television Advertisements for Alcohol Designing Capital: Using Design to Enhance
0006 – Eric Lindley & Frederick Wheeler and Control Technological Innovation
The Learning Square: Four Domains that Impact on Strategy
1998
0005 – K K Lim, P K Ahmed & M Zairi
The Role of Sharing Knowledge in Management Initiatives 9826 – A Harzing
Cross-National Industrial Mail Surveys: Why do Response Rates Differ
0004 – C De Mattos & S Sanderson Between Countries?
Expected Importance of Partners’ Contributions to Alliances in
Emerging Economies: A Review 9825 – B Dewsnap and D Jobber
The Sales-Marketing Interface: A Synthesis of Theoretical Perspectives
0003 – A Harzing and Conceptual Framework
Acquisitions Versus Greenfield Investments: Both Sides of the Picture
9824 – C De Mattos
0002 – Stuart Sanderson & Claudio De Mattos Advantageous Exectutives’ Characteristics in Establishing Biotechnology
Alliance Partners’ Expectations Concerning Potential Conflicts and Alliances in an Emerging Economy: The Case of Brazil
Implications Relative to Trust Building
9823 – C A Howorth
0001 – A Harzing An Empirical Examination of the Usefulness of the Cash Conversion Cycle
An Empirical Test and Extension of the Bartlett & Ghoshal Typology of
Multinational Companies 9822 – A Harzing
Who’s in Charge? An Empirical Study of Executive Staffiing Practices in
1999 Foreign Subsidiaries

9922 – Gerry Randell & Maria del Pilar Rodriguez 9821 – N Wakabayashi & J Gill
Managerial Ethical Behaviour Perceptive Differences in Interorganizational Collaboration and
Dynamics of Trust
9921 – N Y Ashry & W A Taylor
Requirements Analysis as Innovation Diffusion: A Proposed 9820 – C Smallman
Requirements Analysis Strategy for the Development of an Integrated Risk Perception: State of the Art
Hospital Information Support System 9819 – C Smallman
9920 – C Hope The Breadth of Perceived Risk: Why Integrated Risk Management of
My Way’s The Right Way! Or, With Particular Reference to Teaching on Health, Safety & Environmental Risks is only the End of the Beginning
Tourism Courses, is ‘Best Practice’ in Operations Management 9818 – P S Budhwar, A Popof & D Pujari
Dependent Upon National Culture? Evaluating Sales Management Training at Xerox in Greece:
9919 – A Harzing An Exploratory Study
Of Bumble-Bees and Spiders: The Role of Expatriates in Controlling 9817 – W A Taylor
Foreign Subsidiaries An Information-Based Perspective on
9918 – N Y Ashry & W A Taylor Knowledge Capture in Business Processes
Who will take the Garbage Out? The Potential of Information 9816 – S Hogarth-Scott
Technology for Clinical Waste Management in the NHS Category Management Relationships:
9917 – D O’Reilly Is it Really Trust Where Choice is Limited?
Nice Video(?), Shame about the Scam… Paedagogical Rhetoric Meets 9815 – W A Taylor
Commercial Reality at Stew Leonard’s Sustaining Innovation in Organisations: Managing the Intangibles
9916 – A Harzing A Study of TQM Implementation in Northern Ireland Organisations
The European Monolith: Another Myth in International Management? 1991-1996

9915 – S MacDougall & R Pike 9814 – M Webster, A Muhlemann and C Alder

The Influence of Capital Budgeting Implementation on Real Options: Subcontract Manufacture in Electronics Assembly:
A Multiple-Case Study of New Technology Investments A Survey of Industry Practice

9914 – C Pass, A Robinson & D Ward 9813 – M J S Harry

Performance Criteria of Corporate Option and Long-Term Incentive
Plans: A Survey of 150 UK Companies 1994-1998
9913 – R Beach, A P Muhlemann, D H R Price, J A Sharp & A Paterson
Strategic Flexibility and Outsourcing in Global networks
9912 – H M stewart, C A Hope & A P Muhlemann
The Legal Profession, Networks and Service Quality
9911 – J F Keane
Design and the Management Paradigms of Self-Organisation
9910 – D O’Reilly
On the Precipice of a Revolution with Hamel and Prahalad
9909 – S Cameron & D Ward
Abstinence, Excess, Success?: Alcohol, Cigarettes, Wedlock & Earnings
9908 – M Klemm & J Rawel
Eurocamp – Strategic Development and Internationalisation in a
European Context
9907 – M Webster & R Beach
Operations Network Design, Manufacturing Paradigms
and the Subcontractor
9906 – D Ward
Firm Behaviour and Investor Choice: A Stochastic Frontier Analysis of
UK Insuramce
9905 – D Ward, C Pass & A Robinson
LTIPS and the Need to Examine the Diversity of CEO Remuneration
Is Object-Orientation Subject-Oriented?: Conflicting and
Unresolved Philosophies in Object-Oriented Information
Systems Development Methodology
9812 – J Jackson
The Introduction of Japanese Continuous Improvement Practices to a
Traditional British Manufacturing Site: The Case of RHP Bearings
(Ferrybridge)
9811 – C De Mattos
A Comparative Study Between Perceptions of British and German
Executives, in the Biotechnology Sector, Relative to Potential Future
Contributions of Greatest Importance to and from Transnational
Alliance Partners in Emerging Economies
9810 – J Martin-Hirsch & G Wright
The Cost of Customer Care – A Value Analysis of Service Delivery
Approaches
9809 – J Martin-Hirsch & G Wright
A Service Provider’s View of Success Factors in Alternative Service
Stategies
9808 – J Martin-Hirsch & G Wright
A Professional’s Evaluation of Alternative Service Delivery Regimes for
Customer Care and Satisfaction
9807 – J Martin-Hirsch & G Wright
A User’s Perspective of Alternative Service Delivery: A Comparative
Study of the Evaluation of Service Strategies

9904 – C Smallman 9806 – J Martin-Hirsch & G Wright

Knowledge Management as Risk Management: The Need for Open The Case for Choice in Health Care: A Comparison of Traditional and
Corporate Governance Team Midwifery in Effective Service Provision

9903 – R Beach, D Price, A Muhlemann & J Sharp 9805 – M Woods, M Fedorkow amd M Smith
The Role of Qualitative Research in the Quest for Strategic Flexibility Modelling the Learning Organisation

9902 – N Hiley & C Smallman

Predicting Corporate Failure: A Literature Review

24
W O R K I N G PA P E R S E R I E S

9804 – W A Taylor 9705 – E Marshall

An Action Research Study of Knowledge Management in Process Industries Business Ethics: The Religious Dimension
9803 – C Singleton 9704 – M Wright, N Wilson & K Robbie
Quantitative and Qualitative – Bridging the Gap Between Two The Longer Term Effects of Management-Led Buy-Outs
Opposing Paradigms 9703 – G Hopkinson & S Hogarth Scott
9802 – R McClements & C Smallman Quality of Franchise Relationships: The Implications of Micro Economic
Managing in the New Millennium: Reflections on Change, Management and Theories of Franchising
the Need for Learning 9702 – G C Hopkinson & S Hogarth-Scott
9801 – P Eyre & C Smallman Channel Conflict: Critical Incidents or Telling Tales.
Euromanagement Competencies in Small and Medium Sized Enterprises: Methodologies Compared
A Development Path for the New Millenium 9701 – K Watson, S. Hogarth-Scott & N Wilson
Marketing Success Factors and Key Tasks in Small Business Development
1997
9729 – C Smallman 1996
Managerial Perceptions of Organisational 9619 – B Summers & N Wilson
Hazards and their Associated Risks Trade Credit Management and the Decision to use Factoring:
9728 – C Smallman & D Weir An Empirical Study
Managers in the Year 2000 and After: A Strategy for Development 9618 – M Hiley & H Mirza
9727 – R Platt The Economic Prospects of ASEAN : The Role of AFTA in the Future
Ensuring Effective Provision of Low Cost Housing Finance in India: Development of the Region
An In-Depth case Analysis 9617 – A Brown
9726 – (not available) Prospects for Japanese Foreign Direct Investment in Thailand
9725 – (not available) 9616 – H Mirza, K H Wee & F Bartels
9724 – S Estrin, V Perotin, A Robinson & N Wilson The Expansion Strategies of Triad Corporations in East Asia
Profit-Sharing Revisited: British and French Experience Compared 9615 – M Demirbag & H Mirza
9723 – (not available) Inter-Partner Reliance, Exchange of Resources & Partners’ Influence on
J’V’s Strategy
9722 – R Beach, A P Muhlemann, A Paterson, D H R Price and J A Sharp
Facilitating Strategic Change in Manufacturing Industry 9614 – R H Pike & N S Cheng
Motives for Investing in Accounts Receivable: Theory and Evidence
9721 – R Beach, A P Muhlemann, A Paterson, D H R Price and J A Sharp
The Strategy Options in Manufacturing Industry: Propositions Based on 9613 - R H Pike & N S Cheng
Case Histories Business Trade Credit Management: Experience of Large UK Firms

9720 – A Giroud 9612 – R Elliott, S Eccles & K Gournay

Multinational Firms Backward Linkages in Malaysia: A Comparison Man Management? Women and the Use of Debt to Control
between European and Asian Firms in the Electrical and Electronics Sector Personal Relationships

9719 – L Kening 9611 – R Elliott, S Eccles & K Gournay

Foreign Direct Investment in China: Performance, Climate and Impact Social Support, Personal Relationships & Addictive Consumption

9718 – H Mirza 9610 – M Uncles & A Manaresi

Towards a Strategy for Enhancing ASEAN’s Locational Advantages for Relationships Among Retail Franchisees and Frachisors:
Attracting Greater Foreign Direct Investment A Two-Country Study

9717 – B Summers & N Wilson 9609 – S Procter

An Empirical Study of the Demand for Trade Credit in UK Quality in Maternity Services:
Manufacturing Firms Perceptions of Managers, Clinicians and Consumers’

9716 – R Butler & J Gill 9608 – S Hogarth-Scott & G P Dapiran

Reliable Knowledge and Trust in Partnership Formation Retailer-Supplier Relationships: An Integrative Framework Based on
Category Management Relationships
9715 – R Butler
Stories and Experiments in Organisational Research 9607 – N Wilson, S Hogarth-Scott & K Watson
Factors Contributing to Entrepreneurial
9714 – M Klemm & L Parkinson Success in New Start Small Businesses
British Tour Operators: Blessing or Blight
9606 – R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp
9713 – C A Hope The Evolutionary Development of the Concept Manufacturing Flexibility
What Does Quality Management Mean for
Tourism Companies and Organisations? 9605 – B Summers
Using Neural Networks for Credit Risk Management:
9712 – S Hogarth-Scott & P Dapiran The Nature of the Models Produced
Do Retailers and Suppliers Really have Collaborative Category
Management Relationships?: Category Management Relationships in 9604 – P J Buckley & M Carter
the UK and Australia The Economics of Business Process Design: Motivation, Information &
Coordination Within the Firm
9711 – C De Mattos
The Importance of Potential Future Contributions from/to Transnational 9603 – M Carter
Joint Venture Partners: Perception of Brazilian Managing Directors and Is the Customer Always Right?
Specialists Linked to Biotechnology Information, Quality and Organisational Architecture

9710 – N T Ibrahim & F P Wheeler 9602 – D T H Weir

Are Malaysian Corporations Ready for Executive Information Systems? Why Does the Pilot Sit at the Front? And Does it Matter?

9709 – F P Wheeler & A W Nixon 9601 – R A Rayman

Monitoring Organisational Knowledge in Use A Proposal for Reforming the Tax System

9708 – M Tayles & C Drury 1995

Scoping Product Costing Research: A Strategy for Managing the Product
Portfolio – Cost System Design 9506 – A L Riding & B Summers
Networks that Learn and Credit Evaluation
9707 – N Wilson, B Summers & C Singleton
Small Business Demand for Trade Credit, Credit Rationing and the Late 9505 – R A Rayman
Payment of Commercial Debt: An Empirical Study The Income Concept: A Flawed Ideal?

9706 – R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp 9504 – S Ali & H Mirza
The Management Information Systems as a Source of Flexibility: Market Entry Strategies in Poland: A Preliminary Report
A Case Study 9503 – R Beach, A P Muhlemann, A Paterson, D H.R Price & J A Sharp
An Adaptive Literature Search Paradigm

25
 W O R K I N G PA P E R S E R I E S

9502 – A S C Ehrenberg & M Uncles

Direchlet-Type Markets: a Review, Part 2: Applications & Implications
9501 – M Uncles & A S C Ehrenberg
Direchlet-Type Markets: A Review, Part 1: Patterns and Theory

1994
9411 – R A Rayman
The Real-Balance Effect Fallacy and The Failure of Unemployment Policy
9410 – R A Rayman
The Myth of ‘Says’ Law
9409 not issued
9408 not issued
9407 not issued
9406 not issued
9405 – F Bartels & N Freeman
Multinational Enterprise in Emerging Markets: International Joint
Ventures in Côte D’Ivoire Vietnam
9404 – E Marshall
The Single Transferable Vote – A Necessary Refinement Abstract
9403 – G R Dowling & M Uncles
Customer Loyalty programs: Should Every Firm Have One?
9402 – N Wilson, A Pendleton & M Wright
The impact of Employee Ownership on Employee Attitudes:
Evidence from UK ESOPS
9401 – N Wilson & M J Peel
Working Capital & Financial Management
Practices in the Small Firm Sector

1993
9310 – R Butler, L Davies, R Pike & J Sharp
Effective Investment Decision-Making: The Concept and its
Determinants no longer available
9309 – A Muhlemann, D Price, M Afferson & J Sharp
Manufacturing Information Systems as a Means for Improving
the Quality of Production Management Decisions in Smaller
Manufacturing Enterprises
9308 – F P Wheeler, R J Thomas & S H Chang
Towards Effective Executive Information Systems
9307 – F P Wheeler, S H Chang & R J Thomas
The Transition from an Executive Information System to Everyone’s
Information System: Lessons from a Case Study
9306 – S H Chang, F P Wheeler & R J Thomas
Modelling Executive Information Needs
9305 – S. Braga Rodrigues & D Hickson
Success in Decision Making: Different Organisations,
Differing Reasons for Success.
9304 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Ideology, Technology and Effectiveness
9303 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Strategy, Structure and Technology
9302 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Competitive Strategies and New Technology
9301 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Investing in New Technology for Competitive Advantage

Copies of the above papers can be obtained by contacting the Research

Programme Administrative Secretary at the address below:

Bradford University School of Management

Emm Lane
Bradford
West Yorkshire
BD9 4JL

Tel: ++44 (01)1274 234323 (mornings only)

Fax: ++44 (01)1274 546866

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