A grounded theory of the corporate identity and corporate strategy dynamic A corporate marketing perspective

Purpose - This article has an explicit purpose of making a theoretical contribution to the issue of senior management cognitions of the corporate identity/corporate strategy interface. The aim of this research is to particularise the nature and saliency of this interface to corporate marketing scholars and practitioners alike. Design/methodology/approach - This article adopts a grounded theory methodology and is informed by three in depth case studies undertaken among three building societies (mutuals) operating within the British Financial Services Industry. Findings - The results confirm the saliency of the corporate identity/corporate strategy dyad vis-a-vis the comprehension and management of contemporary organisation. Theoretically, the study finds that senior management's cognitions of the corporate identity/strategy interface are interdependent, symbiotic and dynamic in nature: the nature of the dyad differed among the three institutions examined. In terms of the nascent domain of corporate marketing, this study confirms the extant literature, which suggests that, in addition to comprehending the psychology of customers and other stakeholders, the psychology of senior managers is also highly germane. Practical implications - Within corporate marketing contexts, organisations should be mindful of the critical importance of the corporate identity/strategy interface; a concern for the above should be an important part of their corporate marketing as well as regulatory and strategic deliberations. However, senior managers should note the inherent dangers to identity maintenance where material alignment between corporate identity and strategy is ignored and where cognitive alignment is adopted as a surrogate: the former entails a synchronisation of facts whereas the latter entails the calibration of beliefs vis-a-vis corporate identity and strategy. Originality/value - This is a major theory-building study, which examines managerial cognitions of the corporate identity/strategy interface and a major study of its type within the British Building Society sector.