Understanding issue complexity when building a socially responsible brand

Purpose of the Manuscript- To discusses the importance of understanding Corporate Social Responsibility (CSR) by analysing the issues that comprise CSR. Without this understanding it will not be possible for organisations to develop responsible brands.

Approach – The paper draws on the existing business and marketing literature to define four aspects of issue complexity. It also draws on a range of real and hypothetical examples affecting local and global organisations to explain the four components.

Limitations – The work is conceptual in nature and additional research needs to be undertaken to better understand how organisations define the CSR issues that they will integrate into activities and how the management of these issues can be undertaken to ensure system wide implementation.

Practical Implications – The work suggests that by understanding the four components of issues complexity organisations will be in a better position to integrate CSR related branding. Without understanding these issues, organisations may potentially unintentionally exaggerate claims or set themselves up to be criticised that they are unfairly exploiting consumers’ interest in CSR issues.

Value- Previous research has documented the value of CSR, but to date there have been only limited attempts to systematically examine how managers could know whether they have considered the issue completely and realistically.

Building a corporate socially responsible brand : an investigation of organizational complexity

Past research has suggested that developing CSR linked brands is a complex activity that needs to consider the social issues being addressed as well as multiple facets of organisational activities. This paper proposes that organisational activities need to be considered at four different levels – corporate brand, product/line brands, location/functional activities and supply chain issues. The four activities are discussed and implications for developing CSR-leveraged brands are explored.

Building a corporate socially responsible brand : an investigation of issue complexity

Corporate social responsibility (CSR) is increasingly being leveraged in branding activities. This paper suggests that there are four types of issue complexity associated with defining what issues should be considered for CSR branding activities to be effective. These include the number of social issues considered, diversity of sub-issues, measurement difficulties and
determination of appropriate performance levels. Some implications for developing CSR leveraged brands are discussed.

Assessing perceived destination image and brand equity through web 2.0

Social media technologies of Web 2.0 play an increasingly important role in destination brand management practice and the consumer selection of destinations. Consumers freely discuss their travel stories, travel recommendations, travel experiences and attitudes through blogs, forums and social media. This material is read and added to by millions of people and the content has a role in determining the image of a travel destination. Therefore it is critical that destination brand managers understand what is being discussed and written about their destination. What is the content of the Web 2.0 discussions? What are the attributes, associations, experiences, connotations, connections, contexts and ramifications?

A rationale for the strong dependence of mechanical twinning on grain size

In metals that yield as a consequence of mechanical twinning, the yield stress is a function of the grain size in much the same way as it is for dislocation glide. However, the sensitivity to grain size is typically greater. The intent of the present communication is to show that this can be understood, at least in part, in terms of a size effect that accompanies twinning. Some confirmatory data from a magnesium alloy are presented.

Structural equation modelling of complex sample survey : an application to brand signalling data

The purpose of this paper is to present an empirical analysis of complex sample data with regard to the biasing effect of nonindependence of observations on standard error parameter estimates. In a two-factor confirmatory factor analysis model, using real data, we show how the bias in standard errors can be derived when the nonindependence is ignored. We demonstrate that the standard error bias produced by the nonindependence of observations can be considerable and we briefly discuss solutions to overcome the problem.

Brand salience and purchasing for consumer banking services : an empirically-based model

The research reported in this paper proposed and tested a model of brand salience for banking services, which incorporates knowledge and brand image as antecedents. A full model of brand salience has not been tested previously, nor has a model of brand salience for services been tested. A quasi-experimental method was utilised. Respondents undertook a free recall exercise using category cues, and then completed multi-item measures of brand knowledge, brand associations, and purchase likelihood. Past purchase was tested via a recall exercise. A usable sample of 270 respondents was gained, and the data were analysed using Structural Equation Modelling (SEM). Analysis of the data found support for a model of brand salience for the banking services category, and found a relationship between brand salience and most recent brand purchased. This paper contributes to the field of branding by proposing and testing a model of brand salience. The research reported in this paper may suggest that advertisers need to design their communications to increase accessibility of brands in the memory of consumers, and that the last brand purchased by consumers will have an effect on their next purchase decision, especially in the consumer banking category.

The measurement of the number, uniqueness, and valence of brand associations across three product categories

The research reported in this paper investigated the measurement of brand associations across three product categories. Brand associations had not been tested previously across all three categories of fast-moving consumer good, service, and durable in the one study. A free association method was used to generate brand associations for a fast-moving consumer good (shampoo), a service (banks) and a durable good (cars). The findings indicate that the first brand a respondent recalled has the greatest number of positive, unique and total brand associations. In addition, the findings indicated that durable goods have the highest number of associations, and the greatest number of unique and favourable brand associations. Further, banks and financial services had the fewest positive associations, which may have reflected attitudes to banks at the time of the research. These findings have implications for the manner in which respondents use information to recall brands, and how they process brand information when faced with a cue. Respondents use a depth and breadth of brand associations to generate brand information.

Re-imagining the cultural brand : postmodernism and next wave

The traditional interpretation of a brand, and the means by which an organisation communicates its brand, might be considered a product of a modernist managerial paradigm, with its focus on consistency, control, and coherence (Brown 1995, 1999; Firat and Shultz 1997). With the emergence of postmodernism, this logic has been challenged by one of flexibility and openness, since consumers are no longer willing to commit or conform to any unified and consistent idea, system, or narrative. In order to explain this change in the management of brands, this paper will examine the Australian cultural brand, Next Wave, as a paradigmatic example. Next Wave offers an innovative brand management model founded on the interaction between the organisation and the content provider, i.e., the artist. Based on both aesthetic and conceptual experimentations, Next Wave is a dynamic brand in which shape and content are continually redefined in an interactive and mutual relationship between the artist and the organisation. Therefore, it can be argued that paradoxically, the organisation does not own its own brand. In fact, the ownership exists only from a legal point of view (as a trademark); the real artificer of the brand is the artist. Since it is not possessed nor controlled at all by the organisation, but is always subject to continuous evolutions and redefinitions, the Next Wave brand can be considered as a postmodern brand that is not strictly tied to marketing rules, but involves the target as an active participant in the brand creation process.

The strength of strong ties : how women become supporters of Australian Rules Football

Two glaring omissions in the research on sports fans are on women fans and on how people become fans. In this paper we begin to address both of these issues by examining how women become fans of Australian rules football (AFL). From data generated in single-person and focus group interviews with women AFL supporters conducted in Victoria and NSW, we use their accounts to map-out four ways in which they became fans. We show that at the heart of each of these paths to fandom are the close ties that the women formed in their social networks – either as children through their kin, or later in life through others that entered their networks. Women become fans, we argue, because of the strong social ties that they have with people who are existing fans.

Reducing seclusion in acute psychiatric inpatient settings : a need for strong leadership

Seclusion is of limited therapeutic value and can be a harmful and traumatic experience for consumers of mental health services. Many psychiatric facilities have made substantial efforts to eliminate seclusion or reduce this practice to negligible levels.

The aim is to review the research on seclusion-reduction initiatives in psychiatric facilities. We reviewed the peer-reviewed, English-language literature on seclusion reduction initiatives. We sourced 16 papers that focused on seclusion reduction initiatives and in which pre- and postseclusion data were reported. Opinion-based papers and research that focused solely on pharmaceutical methods to reduce seclusion were excluded from our review. Successful seclusion reduction initiatives typically involved senior management implementing multiple changes within the facilities. Although commonalities exist with regard to the interventions used in these facilities to reduce seclusion (e.g., treatment plan improvement, monitoring seclusion episodes, changing the therapeutic environment), the ways in which these initiatives were combined tended to be unique to each organisation. State-level organisations sometimes provided the impetus for such changes to be made. There is strong evidence that changes made to psychiatric facilities were effective in reducing or eliminating seclusion. Seclusion reduction in psychiatric facilities requires strong leadership from senior management. Sometimes leadership from state-level organisations accelerates a seclusion reduction agenda.

Reducing seclusion in acute psychiatric inpatient settings : a need for strong leadership

Background: Seclusion is of limited therapeutic value and can be a harmful and traumatic experience for psychiatric consumers. Many psychiatric facilities have made substantial efforts to eliminate seclusion or reduce this practice to negligible levels.
Aims: To review the research on seclusion-reduction initiatives in psychiatric facilities.
Methods: We reviewed the peer-reviewed, English-language literature on seclusion reduction initiatives. We sourced 16 papers that focused on seclusion reduction initiatives and in which pre- and post-seclusion data were reported. Opinion-based papers and research that focused solely on pharmaceutical methods to reduce seclusion were excluded from our review.
Results: Successful seclusion reduction initiatives typically involved senior management implementing multiple changes within the facilities. Although commonalities exist with regard to the interventions used in these facilities to reduce seclusion (e.g., treatment plan improvement, monitoring seclusion episodes, changing the therapeutic environment), the ways in which these initiatives were combined tended to be unique to each organisation. State-level organisations sometimes provided the impetus for such changes to be made. There is strong evidence that changes made to psychiatric facilities were effective in reducing or eliminating seclusion.
Conclusion: Seclusion reduction in psychiatric facilities requires strong leadership from senior management. Sometimes leadership from state-level organisations accelerates a seclusion reduction agenda.

Reducing seclusion in acute psychiatric inpatient settings : a need for strong leadership

Background: Seclusion is of limited therapeutic value and can be a harmful and traumatic experience for psychiatric consumers. Many psychiatric facilities have made substantial efforts to eliminate seclusion or reduce this practice to negligible levels.

Aims: To review the research on seclusion-reduction initiatives in psychiatric facilities.

Methods: We reviewed the peer-reviewed, English-language literature on seclusion reduction initiatives. We sourced 16 papers that focused on seclusion reduction initiatives and in which pre- and post-seclusion data were reported. Opinion-based papers and research that focused solely on pharmaceutical methods to reduce seclusion were excluded from our review.

Results: Successful seclusion reduction initiatives typically involved senior management implementing multiple changes within the facilities. Although commonalities exist with regard to the interventions used in these facilities to reduce seclusion (e.g., treatment plan improvement, monitoring seclusion episodes, changing the therapeutic environment), the ways in which these initiatives were combined tended to be unique to each organisation. State-level organisations sometimes provided the impetus for such changes to be made. There is strong evidence that changes made to psychiatric facilities were effective in reducing or eliminating seclusion.

Conclusion: Seclusion reduction in psychiatric facilities requires strong leadership from senior management. Sometimes leadership from state-level organisations accelerates a seclusion reduction agenda.