The Role of Organisational Culture Traits on Corporate Image in Service Industry
Abstract
Organisational culture is a key aspect of functioning that impacts the company performance and effectiveness. It is formed by the shared values, beliefs, assumptions, attitudes, and behaviour of the employees that help the organisation to have a competitive advantage in the market. Scholar predominantly researches organisational culture from the managerial perspective that aims to understand the relation between the performance of the organisations including ROA, ROI, sales growth, and market share. However, organisational culture shapes the external perception of the organisation. Mainly, a shared organisational culture is reflected on the customers by frontline employees in service sector organisation. This makes organisational culture is a key factor that shapes the customers' perception affecting customer satisfaction and loyalty. Therefore, this research aims to conceptualize the organisational culture and its traits and explore their effect on the corporate image in the service sector context where human interaction is important. This study aims to extend the literature on organisational culture and corporate image with a new conceptual model. However, the limitation of the study is the lack of empirical research in testing the proposed relationships. Future studies may provide contribution to extend the current study with empirical data and model validation.
Keywords
Organisational culture, corporate image, service industry, reflect
References
- Abratt, R., & Mofokeng, T. N. (2001). Development and management of corporate image in South Africa. European Journal of Marketing, 35 (3/4), 368-386.
- Adamson, I., Chan, K. M., & Handford, D. (2003). Relationship marketing: customer commitment and trust as a strategy for the smaller Hong Kong corporate banking sector. International journal of bank marketing.
- Alam, I. I. (2011). Exploring cross‐national differences in service innovation process and strategy in developing and developed nations. Journal of Service Management.
- Balmer, J. M., & Greyser, S. A. (2006). Corporate marketing: Integrating corporate identity, corporate branding, corporate communications, corporate image and corporate reputation. European journal of marketing, 40(7/8), 730-741. Brennan, D. R., Turnbull, P. W., & Wilson, D. T. (2003). Dyadic adaptation in business‐to‐business markets. European Journal of Marketing, 37 (11/12), 1636-1665.
- Chelladurai, P. (2014). Managing Organizations: For Sport and Physical Activity a Systems
- Chen, Y. R. R., Hung-Baesecke, C. J. F., Bowen, S. A., Zerfass, A., Stacks, D. W., & Boyd, B. (2020). The role of leadership in shared value creation from the public’s perspective: A multi-continental study. Public Relations Review, 46(1), 101749.
- Davies, G., & Chun, R. (2002). Gaps between the internal and external perceptions of the corporate brand. Corporate reputation review, 5(2), 144-158.
- Davies, G., & Miles, L. (1998). Reputation management: theory versus practice. Corporate reputation review, 2(1), 16-27.
- De Chernatony, L. (1999). Brand management through narrowing the gap between brand identity and brand reputation. Journal of marketing management, 15(1-3), 157-179.
- Deloitte, (2018). The services powerhouse: Increasingly vital to world economic growth, viewed 04 July 2020, https://www2.deloitte.com/us/en/insights/economy/issues-by-the-numbers/trade-in-services-economy-growth.html
