Are the strategic stars aligned for your corporate brand?

By Mary Jo Hatch, Majken Schultz. Harvard Business Review, 2001

641 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/496456964defca218491a8254ed95a41804a091e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

1. M. Urde
2. N. Jung
3. B. Merrilees
4. Fang Wan
5. Yoo‐Kyoung Seock
6. Kent Walker
7. Ferenc Farkas
8. Per Skålén

Citations in the corpus

• Strategies of alignment (2011, background): “We also compared our interpretations with those of other external observers such as business journalists (e.g. Poulsen, 1997) and other academic researchers (e.g. Kets de Vries, 1999; Hatch and Schultz, 2001).”
• The Harm of Symbolic Actions and Green-Washing: Corporate Actions and Communications on Environmental Performance and Their Financial Implications (2012, background): “However, firms’ communication and behaviors with regard to environmental responsibilities can be internally driven by firm values—endorsed and implemented from within (Hatch and Schultz 2011).”
• Reputation gaps and the performance of service organizations (2009, background): “This compares markedly with the consequences of congruence, where small differences are the desired aim (Hatch and Schultz, 2001).”
• Brand orientation and market orientation — From alternatives to synergy (2013, background): “Hatch and Schultz (2001, 2008) offer insights into the alignment of vision, culture and image. Their approach uses culture as a foundation, vision as a point of gravity and image as the external aspect of the brand, relating their work closely to the ideas of the brand-oriented corporation. It is al”
• CSR Communication: An Impression Management Perspective (2014, background): “…may play an important role in how organizations are assessed, increase evaluations of the organization’s actions regarding social responsibility (Hatch and Schultz 2002), and magnify the visibility of the organization, as well as the salience and accessibility of the organization’s CSR image…”
• Corporate brands: what are they? What of them? (2003, background): “Unsurprisingly, because of a corporate brand’s inextricable link with identity, the importance of culture in understanding corporate brands has also been asserted (Balmer, 2001b; DeChernatony, 1999; Hatch and Schultz, 2001).”
• The impact of person-organization fit on the corporate brand perception of employees and of customers (2005, background): “As Hatch and Schultz (2001) put it, the relation between an organization’s culture and image uncovers the possible gap between the attitudes of employees and the perceptions of the outside world and also emphasizes that branding is an instrument that must be managed to create alignment between the…”
• Adoption of corporate social responsibility – incorporating a stakeholder perspective (2006, background): “, 2002) whereby vision, culture and image all fit together (Hatch and Schultz, 2001) to create a sustainable service (Enquist et al.”
• The impact of corporate reputation on brand attitude and purchase intention (2016, background): “2000; Fombrun and Shanley 1990; Hatch and Schultz 2001; Weigelt and Camerer 1988).”
• The Ethical Backlash of Corporate Branding (2007, background): “Therefore, the branded values must be evident throughout all dimensions of corporate behavior (Aaker, 2004; Hatch and Schultz, 2001; Urde, 2003), aligning the whole organization around the brand narrative (de Chernatony, 1999; Schmitt and Simonson, 1997; Thompson et al.”