The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum.

Abstract

© John M.T. Balmer. Published by Emerald Publishing Limited. Purpose – (a) Introduces a new strategic framework entitled, “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum” and (b) elucidates the central and strategic importance of corporate identity. Design/methodology/approach – Article and framework is informed by: (i) corporate marketing and strategic perspectives; (ii) incorporation of the legal theory of the firm, social identity branch theories, and stakeholder theory; (iii) discernment of corporate identity effects and management in terms of a continuum; and (iv) accommodation of Tagiuri’s (1982) scholarship. Findings – the formal introduction and explication of “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum”. Corporate identity management is an on-going strategic senior management/strategic requisite. Notably, the legal theory of company law – routinely overlooked – and its impact on corporate identity management is accepted, acknowledged and accommodated. The importance of stakeholders and stakeholder identification (a derivative of social identity theory) is underscored. Practical implications – Via the explication of the continuum, managers can: 1 comprehend the nature and importance of corporate identity; 2 appreciate that corporate identity adaptation/change is on-going; 3 comprehend its interface/s with corporate communications, stakeholder attributed identities, identifications and the business environment; 4 understand the need for on-going fidelity to an institution’s legally-based core purposes and corporate identity traits (juridical identity); and 5 cognise the efficacy of constant stakeholder and environmental analysis. Corporate identity sustainability requires corporate identity to be advantageous, beneficial, critical, differentiating and effectual. Stakeholder prioritisation is not solely dependent on power, legitimacy, and urgency, but on legality, efficacy, ethicality, and temporality as well. Originality/value –The model’s/framework’s