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Managing dual identities in nonprofit rebranding: an exploratory study

Research output: Contribution to journalArticle

Original languageEnglish
Number of pages23
JournalNonprofit and Voluntary Sector Quarterly
Early online date20 Apr 2017
DOIs
DateAccepted/In press - 6 Feb 2016
DateE-pub ahead of print (current) - 20 Apr 2017

Abstract

Nonprofit organizations that engage in rebranding strategies face challenges reconciling normative (social or mission driven) and utilitarian (business driven) identities of their organizations. This research examines the interplay between rebranding processes and dual identities of ten rebranded charitable organizations, in particular how these identities are reflected in managers’ narratives and subsequently shape rebranding strategies. The study reveals four types of rebranding strategies and the potential drivers for their adoption. Pressure to secure resources can lead nonprofit organizations to emphasize utilitarian identities in rebranding, and so surface hidden tensions amongst stakeholders reluctant to relinquish established normative identities. In managing the process of rebranding, senior managers engage in practices of justifying, re-visioning, and influencing to reduce emerging tensions. The research suggests that successful nonprofit rebranding is best assured when both utilitarian and normative identity concerns are addressed.

    Research areas

  • Rebranding strategy, Organisational identity, nonprofit, dual identities

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  • Full-text PDF (accepted author manuscript)

    Rights statement: This is the author accepted manuscript (AAM). The final published version (version of record) is available online via Sage at http://journals.sagepub.com/doi/10.1177/0899764017703705. Please refer to any applicable terms of use of the publisher.

    Accepted author manuscript, 641 KB, PDF-document

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