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The purpose of this paper is to analyze and discuss the strategic positioning of associations that can be established between a corporate brand and entities in its surrounding network such as brands, product categories, persons, places and institutions.

A semiotic approach is used to describe image transfer processes between the corporate brand and other entities. The paper provides a structure to leverage the corporate brand in different product market contexts.

The paper offers the “corporate brand association base model” as a conceptual framework for brand‐to‐brand collaboration. The model structures how a corporate brand can develop more expansive brand architecture through transfer of image from sources of brand equity in the internal brand hierarchy and surrounding brand network.

A useful source for brand managers in the process of co‐positioning corporate brands and assessing risks, in relation to brands, product categories, persons and institutions. The framework will make it easier for brand managers to design strategic brand alliances.

The value of this study is that it has presented a model that adds depth and texture to the current academic discussion of corporate brand capitalization, by introducing a balance between in‐house leverage and external leverage of the corporate brand.

The purpose of this paper is to unfold the strategic direction of different brand management paradigms.

The paper is based on comparison between diverse brand management paradigms.

A make or buy approach to brand management eventually allows for an improved integration of brand strategy with business strategy, compared to more traditional approaches.

The perspectives and ideas discussed may potentially encourage a more entrepreneurial and business oriented approach to brand management.

The value of this paper emerge from the juxtaposition of different approaches to brand management, unfolding alternative approaches to the integration of brand and business strategy.

The paper aims to review Sony Ericsson's brand management decision to leverage a brand from the Sony portfolio in their cellular phones.

The paper draws on data from Sony Ericsson and brand portfolio theories.

The results reveal that the function of the Walkman brand has changed from a sub‐brand strategy that initially protected the Sony brand against potential failure of the extension via a graveyard brand with outdated product categories into a brand driver defining the category of Sony Ericsson's premium MP3 player cellular phones.

The paper provides strategic brand management insights and thinking underlying the Sony Ericsson brand portfolio strategy and how new product categories can subvert incumbent brands.

This paper is of particular value to anybody seeking to understand brand‐based business development, including business managers, brand managers and academic researchers.

Recent changes in university systems, debates on academic freedom, and changing roles of knowledge in society all point to questions regarding how higher education and research should be governed and the role of scientists and faculty in this. Rationalizations of systems of higher education and research have been accompanied by the questioning and erosion of faculty authority and challenges to academic collegiality. In light of these developments, we see a need for a more conceptually precise discussion about what academic collegiality is, how it is practiced, how collegial forms of governance may be supported or challenged by other forms of governance, and finally, why collegial governance of higher education and research is important.

We see collegiality as an institution of self-governance that includes formal rules and structures for decision-making, normative and cognitive underpinnings of identities and purposes, and specific practices. Studies of collegiality then, need to capture structures and rules as well as identities, norms, purposes and practices. Distinguishing between vertical and horizontal collegiality, we show how they balance and support each other.

Universities are subject to mixed modes of governance related to the many tasks and missions that higher education and research is expected to fulfill. Mixed modes of governance also stem from reforms based on widely held ideals of governance and organization. We examine university reforms and challenges to collegiality through the lenses of three ideal types of governance – collegiality, bureaucracy and enterprise – and combinations thereof.

This paper aims to explore the effect of interlocking directorates on agency conflicts and corporate performance in the shipping industry.

The authors use social network analysis to discover central nodes in the network of personal and corporate connections in an international sample of 110 listed shipping companies.

Assessing network structure, the authors find that the network of corporate leaders is denser than the network of shipping companies. The network of shipping companies is populated with many isolated nodes; the network of shipping executives and directors is populated with many cohesive groups in which the longest distance between two corporate leaders is two companies. The authors find that interlocking corporate leadership can help resolve agency conflicts in the shipping industry, bearing a negative effect on the magnitude of agency costs. The extent of leadership overlaps is associated with board size, financial leverage and profitability. The relationship between profits and interlocks is bidirectional, implying that interlocking directorates bear a positive effect on asset returns.

The authors map the relational structures in the social networks of companies and company leaders in the shipping industry and discover the cross-sectional determinants of interlocks in the shipping industry. The finding about the effect of interlocks on profitability and agency costs bears policy implications for the design of corporate governance in the shipping industry.