TY - JOUR
T1 - Co-creating polyphony or cacophony? A case study of a public organization’s brand co-creation process and the challenge of orchestrating multiple internal voices
AU - Schmeltz, Line
AU - Kjeldsen, Anna Karina
PY - 2019/5/19
Y1 - 2019/5/19
N2 - Recent developments within branding theory suggest a move towards co-created branding. In theory, this approach holds great promise in terms of engaging stakeholders in dynamic processes of creating the corporate brands, but a brand co-creation process also exposes the organization to, for example, loss of control, dilution of identity and potential disharmony between the multiple voices co-creating the brand. Paradoxically, while brand co-creation has received increased theoretical attention, the role of the internal stakeholders (especially the employees) in this process remains vastly uncharted. Therefore, through an empirical case study of the Danish National Gallery, this paper shows how a public organization, which has engaged in brand co-creation, struggles to orchestrate the many internal voices in the co-creational dialogue. The importance of considering internal stakeholders in the cocreation process is illustrated through the discovery of six diverse brand expressions that surface in the so-called touchpoints of co-creation, i.e. the museum’s communication with external stakeholders. Here, different professional groups of employees communicate their version of the brand, leaving the impression of a brand speaking with several, at times clashing, voices.
AB - Recent developments within branding theory suggest a move towards co-created branding. In theory, this approach holds great promise in terms of engaging stakeholders in dynamic processes of creating the corporate brands, but a brand co-creation process also exposes the organization to, for example, loss of control, dilution of identity and potential disharmony between the multiple voices co-creating the brand. Paradoxically, while brand co-creation has received increased theoretical attention, the role of the internal stakeholders (especially the employees) in this process remains vastly uncharted. Therefore, through an empirical case study of the Danish National Gallery, this paper shows how a public organization, which has engaged in brand co-creation, struggles to orchestrate the many internal voices in the co-creational dialogue. The importance of considering internal stakeholders in the cocreation process is illustrated through the discovery of six diverse brand expressions that surface in the so-called touchpoints of co-creation, i.e. the museum’s communication with external stakeholders. Here, different professional groups of employees communicate their version of the brand, leaving the impression of a brand speaking with several, at times clashing, voices.
KW - Corporate branding
KW - Co-creation
KW - Brand co-creation
KW - Identity
KW - Corporate communication
KW - Strategic communication
KW - Corporate identity
KW - Museum
U2 - 10.1057/s41262-018-0124-2
DO - 10.1057/s41262-018-0124-2
M3 - Journal article
SN - 1350-231X
VL - 26
SP - 304
EP - 316
JO - Journal of Brand Management
JF - Journal of Brand Management
IS - 3
ER -