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Corporate identity management in Malaysian higher education sector: developing a conceptual model

Corporate identity management (CIM) in universities has been acknowledged in marketing literature as an important area of research. Research within the current spectrum of CIM indicates some ambiguities surrounding corporate identity in higher education.However, very few studies are available in the...

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Main Authors: Mohamad, Bahtiar, Abu Bakar, Hassan, Ismail, Ahmed Rageh, Halim, Haslina, Bidin, Rosmiza
Format: Article
Language:English
Published: 2016
Subjects:
HD28 Management. Industrial Management
Online Access:http://repo.uum.edu.my/20281/1/IRMM%206%20S7%202016%20175%20180.pdf
http://repo.uum.edu.my/20281/
https://www.econjournals.com/index.php/irmm/article/view/3228
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spelling my.uum.repo.202812016-12-08T03:51:09Z http://repo.uum.edu.my/20281/ Corporate identity management in Malaysian higher education sector: developing a conceptual model Mohamad, Bahtiar Abu Bakar, Hassan Ismail, Ahmed Rageh Halim, Haslina Bidin, Rosmiza HD28 Management. Industrial Management Corporate identity management (CIM) in universities has been acknowledged in marketing literature as an important area of research. Research within the current spectrum of CIM indicates some ambiguities surrounding corporate identity in higher education.However, very few studies are available in the field of corporate identity within universities.Accordingly, the objective of this study is to examine the relationships between university’s CIM and organizational performance, and also to identify the relevant underlying mechanisms of CIM in Malaysian higher-education sector.Based on a review of the existing literature in a range of fields, this study proposes a conceptual model of the positive relationships between CIM activities in universities with the internal brand, transformational leadership, and organizational culture.The internal brand communication, transformational leadership characteristics of the immediate leader and organizational culture of the university are included in the model as determinants of CIM activities.The proposed conceptual model is developed based on marketing control theory (Jaworski, 1988) combined with transformational leadership theory (Burns, 1978), and social learning theory (Bandura, 1977).The researchers expect this research to make several theoretical, managerial and policy contributions. For example, the institutions which want to build organizational performance from the academic staff should ensure that the CIM, internal brand, organizational culture and leadership move in the right direction. 2016 Article PeerReviewed application/pdf en cc4_by http://repo.uum.edu.my/20281/1/IRMM%206%20S7%202016%20175%20180.pdf Mohamad, Bahtiar and Abu Bakar, Hassan and Ismail, Ahmed Rageh and Halim, Haslina and Bidin, Rosmiza (2016) Corporate identity management in Malaysian higher education sector: developing a conceptual model. International Review of Management and Marketing, 6 (S7). pp. 175-180. ISSN 2146-4405 https://www.econjournals.com/index.php/irmm/article/view/3228
institution Universiti Utara Malaysia
building UUM Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Utara Malaysia
content_source UUM Institutionali Repository
url_provider http://repo.uum.edu.my/
language English
topic HD28 Management. Industrial Management
spellingShingle HD28 Management. Industrial Management
Mohamad, Bahtiar
Abu Bakar, Hassan
Ismail, Ahmed Rageh
Halim, Haslina
Bidin, Rosmiza
Corporate identity management in Malaysian higher education sector: developing a conceptual model
description Corporate identity management (CIM) in universities has been acknowledged in marketing literature as an important area of research. Research within the current spectrum of CIM indicates some ambiguities surrounding corporate identity in higher education.However, very few studies are available in the field of corporate identity within universities.Accordingly, the objective of this study is to examine the relationships between university’s CIM and organizational performance, and also to identify the relevant underlying mechanisms of CIM in Malaysian higher-education sector.Based on a review of the existing literature in a range of fields, this study proposes a conceptual model of the positive relationships between CIM activities in universities with the internal brand, transformational leadership, and organizational culture.The internal brand communication, transformational leadership characteristics of the immediate leader and organizational culture of the university are included in the model as determinants of CIM activities.The proposed conceptual model is developed based on marketing control theory (Jaworski, 1988) combined with transformational leadership theory (Burns, 1978), and social learning theory (Bandura, 1977).The researchers expect this research to make several theoretical, managerial and policy contributions. For example, the institutions which want to build organizational performance from the academic staff should ensure that the CIM, internal brand, organizational culture and leadership move in the right direction.
format Article
author Mohamad, Bahtiar
Abu Bakar, Hassan
Ismail, Ahmed Rageh
Halim, Haslina
Bidin, Rosmiza
author_facet Mohamad, Bahtiar
Abu Bakar, Hassan
Ismail, Ahmed Rageh
Halim, Haslina
Bidin, Rosmiza
author_sort Mohamad, Bahtiar
title Corporate identity management in Malaysian higher education sector: developing a conceptual model
title_short Corporate identity management in Malaysian higher education sector: developing a conceptual model
title_full Corporate identity management in Malaysian higher education sector: developing a conceptual model
title_fullStr Corporate identity management in Malaysian higher education sector: developing a conceptual model
title_full_unstemmed Corporate identity management in Malaysian higher education sector: developing a conceptual model
title_sort corporate identity management in malaysian higher education sector: developing a conceptual model
publishDate 2016
url http://repo.uum.edu.my/20281/1/IRMM%206%20S7%202016%20175%20180.pdf
http://repo.uum.edu.my/20281/
https://www.econjournals.com/index.php/irmm/article/view/3228
_version_ 1644282910135549952
score 13.211869

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