ࡱ> vxqrstu%` )bjbjٕ :tV e%   | | |  X5X5X585$6 g6 8"999JJJ)g+g+g+g+g+g+g$Lihk Og| QFJQQOg  99 dg[[[Q *9| 9b[Q)g[[V _@B :| a_96 xLyX5X,I_ azg0gU_ lDZla_l| a_JLb[N3OQJJJOgOgV[pJJJgQQQQ &44$ 44        For Submission to the Marketing Strategy and Leadership Track, 3rd December 2005 Chair: Robert Morgan, Cardiff Business School Co-chair: Douglas W. Vorhies, University of Mississippi 37th EMAC Conference University of Brighton 27-30th May 2008 The Marketing Landscape: A Pause for Thought DYNAMIC BUSINESS MODELS AND CORPORATE IDENTITY Dr. Katy J. Mason Lancaster University Management School, Lancaster, LA1 4YX, United Kingdom. Tel. No: +44(0)1524 594840 Fax No: +44(0)1524 593928 E-Mail:  HYPERLINK "mailto:k.j.mason@lancaster.ac.uk" k.j.mason@lancaster.ac.uk Dr. Claudia Simes Marketing & Strategic Management Group School of Economics and Management University of Minho 4710-057 Braga Portugal E-Mail:  HYPERLINK "mailto:Harris@Cardiff.ac.ukcsimoes@eeg.uminho.pt" csimoes@eeg.uminho.pt DYNAMIC BUSINESS MODELS AND CORPORATE IDENTITY ABSTRACT An increasingly Although much is known about the dynamics and drivers of successful market relationships it is perhaps surprising that little is known about the affect an organizations image, branding or Corporate Identity, have on these relationship. This paper presents an exploratory investigation into the multiple levels of corporate identity that develop within supply networks. Corporate identity (CI) deals with the impressions, image and personality that an organization presents to its constituents. As such, CI may be a relevant tool to create behaviour consistency and develop a strong and committed link between companies and their supply network members. While useful insights have been generated into a range of different factors affecting market relationships within supply networks, no study to-date has explicitly focused on how Corporate Identity informs such a relationship. This study sets out to generate insights through the explication of how multiple levels of CI evolve within supply networks. The paper begins with a review of the relationship marketing literature and the research into CI. Thereafter, the methodology for the study is subsequently described. The preliminary results uncover three levels of CI personal, operational and strategic. KEYWORDS: Corporate Identity, Business Models, Marketing Strategy DYNAMIC BUSINESS MODELS AND CORPORATE IDENTITY INTRODUCTION The term business models is now widely used in the business press and are increasingly recognized as a valuable managerial tool for capturing, sharing and realizing strategic intent {Zott, 2007 #1191}. Recent research has focused on clarifying the business model concept  ADDIN EN.CITE Morris2005873also see87317Michael MorrisMinet SchindehutteJeffrey AllenThe entrepreneur's business model: toward a unified perspectiveJournal of Business ResearchJournal of Business Research726586StudiesEntrepreneursBusiness models2005http://proquest.umi.com/pqdweb?did=783853431&Fmt=7&clientId=14829&RQT=309&VName=PQD Schweizer200580280217Lars SchweizerConcept and evolution of business modelsJournal of General ManagementJournal of General Management37-56312Business model2005WinterLinder20008948946J. C. LinderS. CantrellChanging Business Modelsbusiness modelframing2000ChicagoAccenture{also see\Morris, 2005 #873; Schweizer, 2005 #802; Linder, 2000 #894}. This research is grounded in the observations of Hamel and Parahald  ADDIN EN.CITE 19949859856G. HamelC. K. PrahaladCompeting for the Future1994Boston. M.A.Harvard Business School Press(1994) who identify two cornerstones of business models; 1) structure: how firms perceive the structure of their firm, their business network and their position within it and 2) routines: how firms develop effective operational routines to exploit the potential value of the network. Structure has been explored from a firm perspective and a network perspective. At the firm level, internal hierarchies, their departments and their functions have been shown to affect organizational efficiency and effectiveness  ADDIN EN.CITE Hayek194573173117F. A. HayekThe use of knowledge in societyThe American Economic ReviewThe American Economic Review514-530XXXV41945Wildavsky198382082017Aaron WildavskyInformation as an Organizational ProblemJournal of Management StudiesJournal of Management Studies29-40201Knowledgelearninginformation1983JanKodama200474874817Kodama, FumioMeasuring emerging categories of innovation: Modularity and business modelTechnological Forecasting and Social ChangeTechnological Forecasting and Social Change623716InnovationModularityBusiness modelTechnology systemTechnoeconomic paradigm2004http://www.sciencedirect.com/science/article/B6V71-49D2KJM-2/2/4ea9ccc93f155800a347235bdb149d50 (Hayek 1945; Kodama 2004; Wildavsky 1983). Similarly, at the network level, the way firms identify, interact and exploit network value has been shown to influence organizational performance and learning  ADDIN EN.CITE Mller200698998917Mller, KristianSvahn, SenjaRole of Knowledge in Value Creation in Business NetsJournal of Management StudiesJournal of Management Studies985-1007435BUSINESS networksRESEARCHINTERORGANIZATIONAL relationsMANAGEMENT -- ResearchORGANIZATIONAL changeSTRATEGIC alliances (Business)STRATEGIC planningORGANIZATIONAL learningNEW business enterprisesINTERGROUP relationsKNOWLEDGE transfer (Communication)2006Blackwell Publishing Limitedhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=21217442&site=ehost-live Lampel200398898817Lampel, JosephShamsie, JamalCapabilities in Motion: New Organizational Forms and the Reshaping of the Hollywood Movie IndustryJournal of Management StudiesJournal of Management Studies2189-2210408MOTION picture industryORGANIZATIONAL changeORGANIZATIONAL structureFEATURE filmsCALIFORNIAHOLLYWOOD (Los Angeles, Calif.)LOS Angeles (Calif.)UNITED States2003Blackwell Publishing Limitedhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=11302208&site=ehost-live (Lampel and Shamsie 2003; Mller and Svahn 2006). Principally, information and knowledge flows within organizational and network structures appear to affect organizational performance  ADDIN EN.CITE Araujo200394594517Araujo, LuisDubois, AnnaGadde, Lars-ErikThe Multiple Boundaries of the FirmJournal of Management StudiesJournal of Management Studies1255-1277405BUSINESS enterprisesINCENTIVES in industryINDUSTRIAL organizationINVESTMENTSPERSONNEL managementVERTICAL integration2003Blackwell Publishing Limitedhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=10193281&site=ehost-live Bngens200270170117Lennart BngensLuis AraujoThe structures and processes of learning. A case studyJournal of Business ResearchJournal of Business Research571-58155knowledgelearningstructureprocesses2002(Araujo et al. 2003; Bngens and Araujo 2002). In this way, the Actors-Resources-Activities (ARA) model of business networks offers a useful analytical framework to explore structure at multiple levels; from individuals to firms, via departments and the wider business network. Actors represent repositories of knowledge, of an individual or institutional nature {Lam, 2000 #1196}. This knowledge, in turn represents a resource that can be deployed in the execution of activities. Actors are understood to have agency and freedom to change or influence these activities. However, actors may be restricted by the extent to which they can access resources. There may be institutional constraints, for example constraints on individuals by expectations of their seniors, their firm, department or other affiliations; firms may be constrained by their industry sector or by the expectations of specific stakeholders, for example, major customers or suppliers {Spring, 2001 #1197}. Resources are used by actors to perform activities and may be depleted, augmented or changed by this process {Hkansson, 1995 #1198}. Clegg {, 1989 #1199} explores the deployment of resources in organizational power processes and observers that anything is potentially a resource, depending on context. This raises two important issues. First, taking a network perspective, resources need not be owned or directly controlled by the focal organization, they can be external resources that have been strategically identified and accessed through the development of business models. Second, the accessing and deployment of resources may be deliberate and knowing or implicit and accidental {also see /Spring, 2001 #1197}. Activities may be production or service delivery processes or other organizational processes such as new product development. As Spring and King (2001) observe, activities are carried out by actors utilizing resources and during in this process, actors may learn about the activities, how they might be improved and what further resources might be accesses. In other words, the activities that organizations carry out form the intra and inter-organizational routines that allow the operation and evolution of the business model. Routines have largely been explored at the level of the firm and focus on the development of a firms dynamic capabilities  ADDIN EN.CITE Zollo200290590517Maurizio ZolloSidney G. WinterDeliberate Learning and the Evolution of Dynamic CapabilitiesOrganization ScienceOrganization Science339-351133DISINVESTMENTINVESTMENTSMANAGEMENTORGANIZATIONLEARNINGDynamic CapabilitiesOrganizational RoutinesKnowledge CodificationKnowledge ArticulationLearning by DoingTask FrequencyTask HeterogeneityCausal AmbiguityOrganizational Learning2002INFORMS: Institute for Operations Researchhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=6654846&site=ehost-live Zuniga-Vicente200698798717Zuniga-Vicente, JoseVicente-Lorente, Jose D.Strategic Moves and Organizational Survival in Turbulent Environments: The Case of Spanish Banks (1983-97)Journal of Management StudiesJournal of Management Studies485-519433EXECUTIVE successionMANAGEMENT -- ResearchORGANIZATIONAL changeRESEARCHSTRATEGIC planningCORPORATE reorganizationsCORE competenciesORGANIZATIONAL structureINDUSTRYWIDE conditionsBUSINESS conditionsORGANIZATIONAL learningBANKS & banking, Spanish2006Blackwell Publishing Limitedhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=20570440&site=ehost-live Salvato200399099017Salvato, CarloThe Role of Micro-Strategies in the Engineering of Firm EvolutionJournal of Management StudiesJournal of Management Studies83-108401BUSINESS enterprisesBUSINESS planningINDUSTRIAL managementINDUSTRIAL organizationLEADERSHIPMANAGEMENTRESEARCHSTRATEGIC planningCASE studies2003Blackwell Publishing Limitedhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=8962202&site=ehost-live (Salvato 2003; Zollo and Winter 2002; Zuniga-Vicente and Vicente-Lorente 2006). Zollo and Winter (2002: 340) define dynamic capabilities as a learned and stable pattern of collective activity through which the organization systematically generates and modifies its operating routines in pursuit of improved effectiveness. While the dynamic capabilities literature recognizes that the external environment affects learning  ADDIN EN.CITE Argote198290490417Argote, LindaInput Uncertainty and Organizational Coordination in Hospital Emergency UnitsAdministrative Science QuarterlyAdministrative Science Quarterly420273INDUSTRIAL efficiencyORGANIZATIONAL effectivenessORGANIZATIONAL sociologyPERFORMANCE standardsSTRATEGIC planningHOSPITALS -- Emergency service1982Administrative Science Quarterlyhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4014454&site=ehost-live Teece199793593517Teece, David J.Pisano, GaryShuen, AmyDynamic Capabilities and Strategic ManagementStrategic Management JournalStrategic Management Journal509-533187BUSINESS enterprisesFREE enterpriseINDUSTRIAL managementTECHNOLOGICAL innovationsWEALTHDynamic Capabilities1997John Wiley & Sons, Inc. / Businesshttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=12493427&site=ehost-live (Argote 1982; Teece et al. 1997), and that routines evolve as a result of dialogue and interaction within and across units, departments or functions, these studies have not attempted to adopt a network perspective or explore how firms co-evolve inter-firm routines within their business network. This observation is important for two reasons. First, it suggests a relationship between the structures and routines captured by a firms business model. Second, it suggests a constant and iterative need for creating and sharing know-how to drive improvements to both structure and routines  ADDIN EN.CITE Nelson19827787786R. R. NelsonS. G. WinterAn Evolutionary Theory of Economic Change1982Cambridge, M.A.BelknapTeece199793593517Teece, David J.Pisano, GaryShuen, AmyDynamic Capabilities and Strategic ManagementStrategic Management JournalStrategic Management Journal509-533187BUSINESS enterprisesFREE enterpriseINDUSTRIAL managementTECHNOLOGICAL innovationsWEALTHDynamic Capabilities1997John Wiley & Sons, Inc. / Businesshttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=12493427&site=ehost-live Kogut199293693617Kogut, BruceZander, UdoKnowledge of the firm, Combinative Capabilities and the Replication of TechnologyOrganization ScienceOrganization Science383-39733BUSINESS enterprisesLABOR turnoverORGANIZATIONAL effectivenessORGANIZATIONAL learningTECHNOLOGY transferKNOWLEDGE managementknowledgetechnology transferimitationcapabilitieslearning OrganizationalDynamic Capabilities1992INFORMS: Institute for Operations Researchhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4434732&site=ehost-live Zollo200290590517Maurizio ZolloSidney G. WinterDeliberate Learning and the Evolution of Dynamic CapabilitiesOrganization ScienceOrganization Science339-351133DISINVESTMENTINVESTMENTSMANAGEMENTORGANIZATIONLEARNINGDynamic CapabilitiesOrganizational RoutinesKnowledge CodificationKnowledge ArticulationLearning by DoingTask FrequencyTask HeterogeneityCausal AmbiguityOrganizational Learning2002INFORMS: Institute for Operations Researchhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=6654846&site=ehost-live Zahra200698698617Zahra, Shaker A.Sapienza, Harry J.Davidsson, PerEntrepreneurship and Dynamic Capabilities: A Review, Model and Research AgendaJournal of Management StudiesJournal of Management Studies917-955434ENTREPRENEURSHIPMANAGEMENT -- ResearchORGANIZATIONAL changeRESEARCHSTRATEGIC planningEXECUTIVE abilityDECISION makingCORE competenciesCOMPETITIVE advantageKNOWLEDGE managementORGANIZATIONAL learningNEW business enterprises2006Blackwell Publishing Limitedhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=20967381&site=ehost-live (Kogut and Zander 1992; Nelson and Winter 1982; Teece et al. 1997; Zahra et al. 2006; Zollo and Winter 2002). This makes the business model dynamic in a way that moves beyond the boundaries of the firm. In line with this literature Mason and Leek {, forthcoming (2008) #1193} conceptualized dynamic business models as preconceived organizational and network structures built through the development of interdependent operational and administrative routines that evolve through problem solving activities. Additionally, the extant literature suggests organizations conceptualize their business models in a sequence; managers first conceive the structure of the network they wish to build  ADDIN EN.CITE Morris2005873c.f. 87317Michael MorrisMinet SchindehutteJeffrey AllenThe entrepreneur's business model: toward a unified perspectiveJournal of Business ResearchJournal of Business Research726586StudiesEntrepreneursBusiness models2005http://proquest.umi.com/pqdweb?did=783853431&Fmt=7&clientId=14829&RQT=309&VName=PQD (c.f. Morris et al. 2005). Routines are then established to support work and knowledge flows  ADDIN EN.CITE Bngens200270170117Lennart BngensLuis AraujoThe structures and processes of learning. A case studyJournal of Business ResearchJournal of Business Research571-58155knowledgelearningstructureprocesses2002Brown199870470417J. S. BrownP. DuguidOrganizing KnowledgeCalifornian Management ReviewCalifornian Management Review90-111403Knowledgelearning1998(Bngens and Araujo 2002; Brown and Duguid 1998). Finally, as the networked organizations encounter problems, problem solving generates the development of knowledge that feeds back into improved structures and routines in a cyclical way. Thus, dynamic business models evolve through inter-firm learning and knowledge transfer  ADDIN EN.CITE Zollo2002905c.f. 90517Maurizio ZolloSidney G. WinterDeliberate Learning and the Evolution of Dynamic CapabilitiesOrganization ScienceOrganization Science339-351133DISINVESTMENTINVESTMENTSMANAGEMENTORGANIZATIONLEARNINGDynamic CapabilitiesOrganizational RoutinesKnowledge CodificationKnowledge ArticulationLearning by DoingTask FrequencyTask HeterogeneityCausal AmbiguityOrganizational Learning2002INFORMS: Institute for Operations Researchhttp://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=6654846&site=ehost-live (c.f. Zollo and Winter 2002). The dynamic business model sequence described suggests that the way managers model their initial network structure is likely to affect the routines that emerge. For example, the geographically dispersed structure of an offshore business model may result in less frequent face-to-face meetings with senior personnel, supported by frequent and detailed written reports in order to track work-in-progress (WIP). Conceivably, a network structure that encompasses only local firms may evolve different routines for WIP monitoring. In this regard, the initial network structure brings cultural and institutional influences to bear on the application of shared knowledge and practices  ADDIN EN.CITE Gertler20031137113717M. S. GertlerTacit knowledge and the economic geography of context, or the undefinable tacitness of being (there)Journal of Economic GeographyJournal of Economic Geography75-9932003Whitley2005113911396R. WhitleyG. MorganR. WhtleyE. MoenHow national are business systems? The role of states and complementary institutions in standardising systems of economic coordination and control at the national levelChanging Capitalisms? Internationalization, institutional Change, and Systems of Economic Organization190-2312005OxfordOxford University Press(Gertler 2003; Whitley 2005), that co-evolve through problem solving activities. Much of our understanding of marketing theory emerges from the study of exchange activates within and across markets. Indeed, the continuing focus on the conceptualization of relationship marketing since its begins in the mid 1980s  ADDIN EN.CITE Gummesson198756056017Gummesson, EvertThe New Marketing - Developing Long-Term Interactive RelationshipsLong Range PlanningLong Range Planning10204RelationsModelsMarketing managementLong termInteractiveFactorsRelationship Marketing1987Aug00246301Gronroos198957057017Gronroos, ChristianDefining Marketing: A Market-Oriented ApproachEuropean Journal of MarketingEuropean Journal of Marketing52231Marketing mixesMarketing managementMarket orientationCustomer relations198903090566Gronroos199156856817Gronroos, ChristianThe Marketing Strategy Continuum: Towards a Marketing Concept for the 1990sManagement DecisionManagement Decision7291TheoryMarketing mixesMarket strategyCustomer satisfactionCustomer relations199100251747Lindberg-Repo200456156117Kirsti Lindberg-RepoChristain GronroosConceptualising communications strategy from a relational perspectiveIndustrial Marketing ManagementIndustrial Marketing Management229333Customer relationship managementStrategic managementCustomer relationsAirlinesCase studies2004Apr00198501(Gronroos 1989; Gronroos 1991; Gummesson 1987; Lindberg-Repo and Gronroos 2004) remains a pertinent issue for academic research in the area of business-to-business marketing and, as such, the construct continues to be a central tenant of the marketing and management attention  ADDIN EN.CITE Johnson200457357317Jean L JohnsonRavipreet S SohiRajdeep GrewalThe Role of Relational Knowledge Stores in Interfirm PartneringJournal of MarketingJournal of Marketing21683Organizational learningHypothesesKnowledge managementRelationship marketingRegression analysisStudiesProfessional relationshipsSocial responsibility2004Jul00222429Gronroos200456256217Christian GronroosThe relationship marketing process: communication, interaction, dialogue, valueThe Journal of Business & Industrial Marketing99192Relationship marketingStudiesCommunication200408858624Beverland200457257217Michael BeverlandAdam LindgreenRelationship Use and Market Dynamism: A Model of Relationship EvolutionJournal of Marketing Management825207,8Relationship marketingEvolutionCase studies2004Sep0267257X(Beverland and Lindgreen 2004; Gronroos 2004; Johnson et al. 2004). Indeed, much of the continued attention can be attributed to the finding of a consistent link between the management of market relationships and competitive advantage  ADDIN EN.CITE Day2000574see for example, 57417George S DayManaging market relationshipsAcademy of Marketing Science. Journal24281StudiesRelationship marketingMarketing managementCompetitive advantageCustomer relations2000Winter00920703Mehta200343543517Rajiv MehtaAlan J DubinskyRolph E AndersonLeadership style, motivation and performance in international marketing channels: An empirical investigation of the USA, Finland and PolandEuropean Journal of MarketingEuropean Journal of Marketing50371/2Regression analysisDiscriminant analysisStudiesLeadershipMotivationAlliancesPerformance evaluationAutomobile dealersInternationalMarket research200303090566(see for example, Day 2000; Mehta et al. 2003). These findings have ensured that relationship marketing remains of significant interest not only to marketing scholars but also to commentators from both a strategic and management perspective. Recent publications across a wide range of fields provide an increasingly sophisticated interpretation of the dynamics of market relationships through empirical investigation into trust, commitment, co-operation, channel leadership, channel communications. Concurrently, a range of studies have found that different firms adopt different forms of market relationships  ADDIN EN.CITE Robicheaux587see 58717Robicheaux, Robert AColeman, James EThe structure of marketing channel relationshipsAcademy of Marketing Science. Journal38221StudiesModelsDistribution channels1994Winter00920703(see Robicheaux and Coleman). However, despite a number of useful contributions to our understanding of market relationships, it is perhaps surprising that the recommendation of Ravald et al.  ADDIN EN.CITE 199656556517Ravald, AnnikaGronroos, ChristianThe value concept and relationship marketingEuropean Journal of MarketingEuropean Journal of Marketing19302Customer satisfactionQualityRelationship marketingStudies199603090566(1996) that more research is needed into the evolution of these market relationship forms, has yet to be systematically studied. Furthermore, as Ravald et al.  ADDIN EN.CITE 199656556517Ravald, AnnikaGronroos, ChristianThe value concept and relationship marketingEuropean Journal of MarketingEuropean Journal of Marketing19302Customer satisfactionQualityRelationship marketingStudies199603090566(1996) explain, the industrial marketing literature has focused on market relationships between suppliers and customers through a network perspective  ADDIN EN.CITE Bask2001601see for example, 60117Anu H BaskRelationships among TPL providers and members of supply chains - a strategic perspectiveThe Journal of Business & Industrial Marketing470166/7Supply chainsThird partyLogisticsStudiesVendor supplier relations200108858624Awuah200160060017Gabriel Baffour AwuahA firm's competence development through its network of exchange relationshipsThe Journal of Business & Industrial Marketing574166/7Vendor supplier relationsStudies200108858624Bengtsson199960460417Maria BengtssonSoren KockCooperation and competition in relationships between competitors in business networksThe Journal of Business & Industrial Marketing178143StudiesCommercial marketsCompetitionMarket strategyAlliancesStrategic managementIndustrial concentration199908858624(see for example, Awuah 2001; Bask 2001; Bengtsson and Kock 1999). More recently, there has been increasing interest into how branding might effect market relationships  ADDIN EN.CITE Bengtsson200460560517Anders BengtssonPer ServaisCo-branding and the impact on Inter-organizational RelationshipsIndustrial Marketing and Purchasing Conference ProceedingsDenmark2004(Bengtsson and Servais 2004). This has been paralleled by an increased interest from the marketing and strategy literature focusing on the conceptualisation  ADDIN EN.CITE Dowling198660760717G DowlingManaging Your Corporate ImagesIndustrial Marketing ManagementIndustrial Marketing Management109-15151986Riel199760860817C RielJ. BalmerCorporate Identity: the Concept, Its Measurement and ManagementEuropean Journal of MarketingEuropean Journal of Marketing340-355315/61997(Dowling 1986; Riel and Balmer 1997), antecedents  ADDIN EN.CITE Balmer199760960917J BalmerG. SoenenOperationalising the Concept of Corporate Identity: Articulating the Corporate Identity Mix and the Corporate Identity Marketing Mix.Working Paper Series - International Centre for Corporate Identity Studies, University of Strathclyde1997(Balmer and Soenen 1997) and consequences  ADDIN EN.CITE Drumwright199660660617M DrumwrightCompany Advertising With a Social Dimension: the Role of Noneconomic CriteriaJournal of MarketingJournal of Marketing71-8760October1996(Drumwright 1996) of Corporate Identity (CI). CI deals with the impressions, image and personality that an organization presents to its constituents. In this sense, it appears that CI may be a relevant tool to create behaviour consistency and to develop a strong and committed link between companies and their supply networks. Thus, while useful insights have been generated into a range of different forms of market relationships and research has begun to explore the nature and managerial impact of corporate identity, no study, to-date, has explicitly focused on the how corporate identity affects market relationship dynamics. The aim of this research is to move some way towards filling this gap by exploring the way firms perceive CI of themselves and their supply network members. In this regard its seems likely that the corporate identity portrayed by an organization is likely to effect the level of influence that firm is able to leverage within a business-to-business relationship (see Mason and Simoes, 2005) and beyond into the supply network. It is our argument that, the explication of how CI is perceived and managed within supply networks is likely to affect the competitive advantage of individual firms within the context of these market relationships. The paper begins by reviewing CI literature, first explaining the CI construct and then pertaining to the dynamics of market relationships. Thereafter, a brief description of the exploratory research design is presented and three subsequent levels of corporate identity are identified and discussed. The paper concludes with conclusions and implications for future research. LITERATURE REVIEW Recently, market relationship dynamics have been associated with marketing developed at the corporate level  ADDIN EN.CITE Bengtsson2004605see for example 60517Anders BengtssonPer ServaisCo-branding and the impact on Inter-organizational RelationshipsIndustrial Marketing and Purchasing Conference ProceedingsDenmark2004(see for example Bengtsson and Servais 2004) Mason and Simoes, 2005. It is clear that companies are keen to encourage positive attitudes towards their offers and themselves by ensuring that different audiences identify with them. For instance, an empirical investigation by Drumwright  ADDIN EN.CITE 199660660617M DrumwrightCompany Advertising With a Social Dimension: the Role of Noneconomic CriteriaJournal of MarketingJournal of Marketing71-8760October1996(1996) concludes that it is more advantageous for a company to associate advertising with a social message (incorporating values such as trust and commitment) to the organisation than to link it to the brand or product/line level. In this context, the literature delineates three inter-linked constructs: identity, image and reputation. Identity comprises the ways that a company aims to identify itself or position its product (Kotler, 1997: 292). It has, in this sense, an internal perspective in that it represents what is reflected by the company. Image has an external foundation since it refers to the way in which the publics perceive an organisation and/or its selling elements (Hatch and Schultz, 1997; Kotler, 1997, Dibb et al., 2001). Bernstein (1984), Barich and Kotler (1991), Kotler, (1997) and Gray and Balmer (1997) define image, when associated with corporate organisations, as the expression of overall mental pictures that people hold about an organisation. This leads to the next concept corporate reputation. Corporate reputation represents image endowed with a judgement. Reputation is underpinned by an entitys willingness and ability to consistently undergo an activity or action (Herbig and Milewicz, 1994). Although some authors acknowledge the similarities between image and reputation, several distinctions are made. Weiss et al. (1999: 75) introduce clear-cut definitions for reputation and image: (...) an image reflects a set of associations linked to a brand or company name that summarises a brand or firms identity. (...) Reputation (...) reflects an overall judgement regarding the extent to which a firm is held in high esteem or regard, not the specific identity it has. This notion of reputation has been further explored and linked to the stakeholder theory  ADDIN EN.CITE Freeman198366666617E. R. FreemanD. L. Reed Stockholders and Stakeholders: A New Perspective on Corporate GovernanceCalifornia Management ReviewCalifornia Management Review88-106251983(Freeman and Reed 1983). In this regard, stakeholders are thought to form their perceptions of a corporation from a set of objects which are relevant and particular to (though not necessarily exclusive to) their trading activity with, for example, supply network members. That is, the different stakeholders within a supply network are likely to perceive corporate identity differently, dependent on the objects they select and interface with in order to form their projected reputation of that firm. Kwon et al. (2005) articulate this concept of what they label reputational objects, through the example of a Business School. They cite the way potential students might form their perceptions of an organisations reputation from highly ranked MBA programme, references in the media and associations with the parent university, and contrast this with how members of the faculty might form their perceptions of the same organisation from different reputational objects, such as academic journal output. In this way, reputational objects can be seen as an instrument of CI. Similarly, in a supply network environment, different suppliers might hold different perceptions of the core firm based on different reputational objects. We also argue that different stakeholders within a single supply firm are likely to result in multiple perspectives of corporate identity. This apparent fragmentation acquires further complexity when the entire supply network is envisaged (see Figure 1. below). Thus, when first and second tier suppliers each hold multiple perceptions of corporate identity of each supply network member, it seems likely that the ability of the core firm to identify and manage corporate identity might be increased through a better their understanding and manipulation of mechanisms and structures of relevant reputational objects. We argue that these multiple perspectives of corporate identity are likely to exist at multiple levels within supply networks. In this regard, the aim of this research is to explore the multiple perspectives of corporate identity within a supply network context. Figure 1: Reputational Objects in Supply Networks Adapted from (Kwon, Easton and Clarke, 2005)   This exploratory study forms part of a larger study into the association between market relationship dynamics and corporate identity. As such, a brief explanation of the research design for this phase of the study is presented below. RESEARCH DESIGN AND METHODS In order to explore the multiple perspectives of CI within a supply network an exploratory-descriptive research design was adopted and twenty-eight semi-structured interviews were employed as the primary form of data collection within a single supply network. Subsequent analysis of data collected in this manner provides a means through which data-driven theory can emerge. In-depth interview methods were utilised as the main data collection medium since such techniques obtain the richest data within the prescribed limits of the research  ADDIN EN.CITE Yin19943333336R. K. YinCase Study Research - Design and Methods1994LondonSage(Yin 1994). Particular attention was given to a key issue within judgment sampling identification of and access to key informants who can provide genuine insights into the research issue. In this regard, it was a requirement of the research design to discover who was responsible for and directly involved with market relationships. Middle managers, executives and front-line workers were identified as the most relevant sources in achieving this objective as their day-to-day involvement with strategic development and implementation cast them in this role. In this way, this study adopted a discovery-oriented design. Each interview commonly lasted one hour and was conducted individually. Interviews were audio-recorded and later transcribed. The interview began by exploring corporate identity and the various stakeholders perceptions of the core firm and other network members. The second part of the interview explored how these perceptions affected (or were affected by) the market relationships within the network. Insights were also gained via unguarded or spontaneous answers. Data analysis placed a significant emphasis on verbatim quotations from informants. All interviews were analyzed via methods of inductive reasoning and comparative methods. PRELIMINARY FINDINGS The analyses lead to the identification of a three levels of corporate identity (personal, operational and strategic). In pursuit of brevity, and to highlight the relationship between objects of reputation in market relationships and the level at which corporate identity is being affected; Table 1 summarizes the key findings. Table 1: Summary of Key Findings Relationship Between Firms Being Commented UponAssociated Reputational ObjectMarket Dynamic IdentifiedQuote From IntervieweesSupplier talking about the core firmIndividual involved in dealings: primary contactPersonal: CI driven by one to one dealings with individuals involved in supply network relationshipIf X [person] wasnt there [pause], I dont know, I mean, my dealings with Y [firm name] are always with X and thats it. Thats all I knowCore firm talking about a supplierits as though we know what each other are thinkingwe just work really well together and I think there is trust; theyre a good firmSupplier talking about the core firmMechanisms and processes established to deliver quality service goodsOperational: CI driven at an operational level with the focus on problem solving, quality and satisfactionthey tell you what will happen, when and how really, they already have a clear idea of how things will be done then everyone understands whats expected.Core firm talking about a supplierIts the way we work together that makes me say thatweve both [firms] got a problem solving culture rather than a blame culture when we hit a snag2nd Tier Supplier talking about the core firmContract Satisfaction of aims Bottom line Delivery on quality and timeStrategic: CI driven by the satisfaction of strategic aims and objects set out by the purpose of the supply network agreementIts a competitive market, and XX is a key customerso we really do have to go along with things [big pause] customer satisfaction! [big smile, hands held high]Core firm talking about a supplierTheyre a good, firm. Theyve not let us down. You know you can count on XX when push comes to shove CONCLUSIONS AND IMPLICATIONS FOR FURTHER RESEARCH The aim of this paper is to generate insights into how different perspectives of corporate identity (from multiple stakeholders) impact on market relationships. Adopting a theory building approach, the analysis of exploratory, in-depth interviews with executives, decision-makers and front-line operatives, revealed three levels at which corporate identity perceptions are formed (personal, operational and strategic). Further, while each stakeholder may conceive each of these three corporate identity levels, their ultimate perceptions appear to be dominated by one of these levels. In this regard, the reputational objects selected (and experienced by stakeholders) to inform corporate identity, appears to be associated with the level at which corporate identify is perceived. . These findings are important for several reasons. Primarily, this study represents one of the first studies into the different levels at which corporate identity operates. Our findings are consistent with and contribute to, the CI literature by suggesting how and where CI can create value for an organization. Second, our findings that corporate identity exists at three levels and that one of these levels is likely to be dominate in forming the CI perceived by different stakeholders, contributes to the market relationship literature through the identification of a potential mechanism (CI management) that may facilitate the leveraging of market relationship success and, in this way, create a supply network value. On a broader level, this suggests that future studies in the field of market relationships, and more particularly in the field of industrial marketing, might benefit from drawing on alternative academies to enrich, extrapolate and inform the theory of market relationships. 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