Alessandri, S. W. (2001). Modeling corporate identity: a concept explication and theoretical explanation

Alessandri, S. W. (2001).  Modeling corporate identity: a concept explication and theoretical explanation.  Corporate Communications: An International Journal, 6(4), pp. 173 - 182.  Retrieved on June 5, 2010 from http://www.emeraldinsight.com.ezproxy.usq.edu.au/Insight/viewPDF.jsp?contentType=Article&Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/1680060401.pdf


Introduction
Alessandri explores the concept of professional identity as a strategic tool for management learning and Human Capital development.  Lucent Technologies, a Fortune 40 organisation was chosen as an example.


The founding members had strong identity and laudable networking contacts.  These valuable skills negotiated the strategy that developed the company.  An US80 million branding campaign built the framework of reputation for the fledgling company.  Group identity symbolised by logo and tagline became synonymous with employee prestige.  Not much is  known about this area of research, and focus on the significance of corporate identity has only been discussed recently.  Within this focus lies a correlation to espoused power.


Corporate identity: the practitioner and academic literatures
The blend of academic and practitioner literature makes use of practice vs theoretical knowledge, and strategy vs tactics.  Observation and analysis has acknowledged that the identity and public image of a corporation is very closely linked.  Design based images (e.g. logos) now include significant representations, or emblems, of corporate identity.  Management strategy is linked to all aspects of task based functions.  Alessandri defines this structure as the architecture of identity, the intermingling of what is known and seen, and what is known but unwritten.


Some critics indicate that aesthetics, or the facade of an organisation (e.g. office space, business cards) is corporate identity.  Others consider the essence of the organisation, and that identity is purely based on the function that sustains the long-term future.  Earlier discourse in this area of research was limited 1) owing to the lack of literary conversation; and 2) the positivistic approach in defining corporate identity.


A model of corporate identity
Group culture is identified as having a philosophy that includes mission statements, function and performance.  Behaviour and visual presentation emerge from a learning management system.  Public image becomes the description of interaction and reciprocal behaviour patterns between the group and environment.  Activity disperses information.


How corporate identity works
Media promotes corporate identity that is driven by the organisations' mission statement.  The mission statement propels the behavioural attitude of group members.  Interaction with the public predicts a conditioned response.  As research has acknowledged visual imagery and its links to stimulation, corporate logos become symbolic and representative of corporate culture.


Low involvement
Pavlovian in concept, stimulation to visual imagery brings about two immediate effects:

1. that repetitive stimulation transfers from short term to long term memory; and
2. that consequent appraisals are positive.

Consistent media exposure raises levels of awareness as recall becomes second nature.  Consistent standards and positive reinforcements enhance behavioural adaptations. 


Classical conditioning
Individual word association and conditioning reveals the emotions attached to particular symbols or artifacts (e.g. conditioned stimulus is the symbol, unconditioned stimulus is the feeling the symbol generates).  While positive associations are not long lasting without recurring stimulation, they are enduring.


Discussion
Group culture is maintained through outward presentation and standardisations.  Performance enhances reputation.  Environmental need develops as a direct result of integration.