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The purpose of this paper is to develop a research model to investigate corporate visual identity (CVI) management from an organisational perspective. It is assumed that characteristics of the organisation and of the way a CVI is managed will affect consistency of CVI.

The model was tested in a survey carried out among employees in 20 Dutch organisations. Structural equation modelling with AMOS was conducted to get insight into the various influences and relationships.

CVI management characteristics – socialisation processes related to CVI, knowledge of CVI strategy, and CVI tools and support – have a strong impact on the consistency of CVI, and organisational characteristics affect the way CVI is managed. With the exception of the openness and dynamics of an organisation, no supporting evidence was found for a direct relationship between organisational characteristics and CVI consistency.

CVI has been measured by the judgement of the respondents, all employees of the organisation concerned. Therefore the measure was the perceived consistency of CVI. Further research could include a visual audit and the perception of external stakeholders towards the visual identity. There was no distinction examined among the main corporate visual identity and sub‐ or product brands. The study was conducted in the Netherlands, where the Dutch term huisstijl is unambiguous and clearly related to the corporate brand or identity. Future research can take different brands into account or can broaden the concept of CVI (including cultural aspects, language, rituals, myths, etc.).

The results indicate that CVI management matters, that CVI management is related to more general organisational characteristics, but that communication managers nevertheless have a considerable amount of freedom in determining the way they manage their CVI.

Corporate visual identity has received little attention in research and hardly been studied at all from the perspective of this paper. This paper has value to both researchers in the fields of corporate identity and organisational identity, as well as professionals involved in managing the corporate identity.

The following list is a first attempt to catalogue and describe systematically the British Museum's extensive holdings of early opera librettos and related plays. The great importance of these unpretentious booklets as supplementary and, more often than not, even primary sources for the history and bibliography of dramatic music, besides or instead of the scores, was already clearly recognized in the eighteenth century by Dr. Burney and other scholars. But it is only since 1914, the year in which O. G. T. Sonneck's Library of Congress Catalogue of opera librettos printed before 1800 appeared, that their documentary value could to any greater extent be put to general use in international musicological research. A similar bibliography of the British Museum librettos, while naturally duplicating many Washington entries, would produce a great number of additional tides, not a few of them otherwise unrecorded; it would provide the musical scholar with the key to a collection unequalled elsewhere in Europe, which owing to the peculiar nature of the material is not easily accessible by means of the General Catalogue.

Corporate visual identity (CVI) comprises all the symbols and graphical elements that express the essence of an organisation. Although it is by far the most visible and tangible asset in the armoury of tools used by the majority of organisations in their interaction with the outside world, the role of CVI is scarcely mentioned in studies on corporate reputation. Despite the growing interest in measuring reputation and brand values, little is known about the role of CVI. This article aims to explore the relationship between CVI and five general dimensions of reputation: visibility, distinctiveness, authenticity, transparency, and consistency.

This paper explores the relationship between corporate visual identity and reputation. In which ways and to what extent can CVI support a corporate reputation? This exposition of the relationship between reputation and CVI is based on the framework established by Fombrun and Van Riel and the reputation model they present, which consists of five dimensions: visibility, distinctiveness, authenticity, transparency, and consistency. This relationship is explored by investigating these dimensions.

It is concluded that CVI can, in principle, support each of these dimensions, through the quality of the design, the range of its application, and the condition of carriers.

CVI must be considered a useful tool that can be successfully applied to managing the reputation of any organization.

The results will be helpful to communication professionals who deal with integrated communication and aim to enhance the consistency of messages – both written and visual – within their organisation.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

The purpose of this paper is to evaluate the impact of specific knowledge management resources (i.e. knowledge management enablers and processes) on organizational performance.

The study uses survey data from 189 managers and structural equation modeling to assess the links between specific knowledge management resources and organizational performance.

The results show that some knowledge resources (e.g. organizational structure, knowledge application) are directly related to organizational performance, while others (e.g. technology, knowledge conversion), though important preconditions for knowledge management, are not directly related to organizational performance.

The survey findings were based on a single dataset, so the same observations may not apply to other settings. The survey also did not provide in‐depth insight into the key capabilities of individual firms and the circumstances under which some resources are directly related to organizational performance.

The study provides evidence linking particular knowledge resources to organizational performance. Such insights can help firms better target their investments and enhance the success of their knowledge management initiatives.

Prior research often utilizes composite measures when examining the knowledge management‐organizational performance link. This bundling of the dimensions of knowledge management allows managers and researchers to focus on main effects but leaves little room for understanding how particular resources relate to organizational performance. This study addresses this gap by assessing the links between specific knowledge management resources and organizational performance. The results show that some resources are directly related to organizational performance, while others are not.

The purpose of this study is to integrate research on competitive and cooperative repertoires and to simultaneously assess the direct, indirect and curvilinear effects of competitive and cooperative action repertoires in relation to firm performance.

The analyses are conducted using a longitudinal dual-industry sample of publicly traded firms, including over 6,500 competitive actions and 750 cooperative actions. The authors use fixed effects (FE) regression models to test the diminishing returns of action volume on firm performance as well as the moderating effects of action diversity.

The results suggest that increasing competitive and cooperative actions yields diminishing returns in relation to firm performance. Furthermore, in the context of competitive action repertoire diversity, increased diversity magnifies the diminishing returns of competitive action volume on firm performance.

The study provides a firm-level conceptualization of overall competitive and cooperative repertoires to extend the literature on competition and cooperation beyond dyadic interactions or structural determinants of competitive and cooperative actions.

In addition to financial returns, German housing companies are expected to achieve social and ecological outcomes. This achievement is challenging for management, as expectations from different stakeholders are only partly apparent and often conflicting. The paper aims to discuss these issues.

This paper presents a process model that supports the management of housing companies to systematically explore, evaluate, and integrate stakeholders’ interests into the company’s strategic targets.

The integrated process model improves sustainable value creation, as stakeholders’ interests are transparent and can thus be better satisfied.

Due to the action research design, further research cycles and empirical testing with other companies are needed before findings can be generalised.

The process enables housing companies to focus on value-generating activities, to react timely to changing needs, and to improve their relationships with stakeholders. Management benefits from increased clarity and legitimacy for strategic decisions as stakeholder demands are made transparent and integrated into the strategic targets.

Compared to common participation approaches, all stakeholder groups are consulted, and their expectations are documented transparently within the suggested process model. This results in a better foundation for sustainable management planning and decisions.

In today's turbulent environment, customers are playing a more important role in competition, which can be reflected by customers as co‐producer, value co‐producer, or co‐developer of knowledge and competencies, etc. Accordingly, business priority should be given to what customers really value. Unlike previous studies, which emphasize market performance mainly from the internal or firm's perspective, this paper proposes that firms should prioritize customer‐focused performance, defined totally from an external perspective of targeted customers. The paper examines the important role of customer‐focused performance and its interactive relationships with other dimensions of the overall performance system, and goes further to analyze the components and dynamics of customer‐focused performance. Finally, attention is given to the dynamic competence building and leveraging process and its key elements, which determines the customer‐focused performance in perspective of resource‐based views. Important propositions are presented and future implications discussed.