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Managing corporate visual identity: use and effects of organizational measures to support a consistent self-presentation [An article from: Public Relations Review]
Description
This digital document is a journal article from Public Relations Review, published by Elsevier in 2004. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
It is generally acknowledged that corporate visual identity (CVI) is an important element of identity, reputation, and relationship management. Academic research has focused strongly on the strategic and design aspects of CVI, and neglected the operational level. This article addresses one of the major operational issues: the problem of ensuring a consistent use of a CVI. Based on a survey among employees of 20 large Dutch organizations, this study compares the use, perceived importance, and effects of various (structurally and culturally embedded) measures organizations may take to support the consistency of their CVI. Little correspondence was found between the use, perceived importance, and effectiveness of the various measures. Although technical tools (such as templates) and access for all employees to up to date guidelines were prevalent in the use and perceived importance analyses, one of the underexposed culturally embedded measures-i.e., managers setting an example-appeared to be a crucial factor in maintaining a consistent CVI.
Description:
It is generally acknowledged that corporate visual identity (CVI) is an important element of identity, reputation, and relationship management. Academic research has focused strongly on the strategic and design aspects of CVI, and neglected the operational level. This article addresses one of the major operational issues: the problem of ensuring a consistent use of a CVI. Based on a survey among employees of 20 large Dutch organizations, this study compares the use, perceived importance, and effects of various (structurally and culturally embedded) measures organizations may take to support the consistency of their CVI. Little correspondence was found between the use, perceived importance, and effectiveness of the various measures. Although technical tools (such as templates) and access for all employees to up to date guidelines were prevalent in the use and perceived importance analyses, one of the underexposed culturally embedded measures-i.e., managers setting an example-appeared to be a crucial factor in maintaining a consistent CVI.
