Search

Background Hospital-based studies have reported variable associations between outcome after spontaneous intracerebral hemorrhage and peri-hematomal edema volume. Aims In a community-based study, we aimed to investigate the existence, strength, direction, and independence of associations between intracerebral hemorrhage and peri-hematomal edema volumes on diagnostic brain CT and one-year functional outcome and long-term survival. Methods We identified all adults, resident in Lothian, diagnosed with first-ever, symptomatic spontaneous intracerebral hemorrhage between June 2010 and May 2013 in a community-based, prospective inception cohort study. We defined regions of interest manually and used a semi-automated approach to measure intracerebral hemorrhage volume, peri-hematomal edema volume, and the sum of these measurements (total lesion volume) on first diagnostic brain CT performed at ≤3 days after symptom onset. The primary outcome was death or dependence (scores 3–6 on the modified Rankin Scale) at one-year after intracerebral hemorrhage. Results Two hundred ninety-two (85%) of 342 patients (median age 77.5 y, IQR 68–83, 186 (54%) female, median time from onset to CT 6.5 h (IQR 2.9–21.7)) were dead or dependent one year after intracerebral hemorrhage. Peri-hematomal edema and intracerebral hemorrhage volumes were colinear ( R2 = 0.77). In models using both intracerebral hemorrhage and peri-hematomal edema, 10 mL increments in intracerebral hemorrhage (adjusted odds ratio (aOR) 1.72 (95% CI 1.08–2.87); p = 0.029) but not peri-hematomal edema volume (aOR 0.92 (0.63–1.45); p = 0.69) were independently associated with one-year death or dependence. 10 mL increments in total lesion volume were independently associated with one-year death or dependence (aOR 1.24 (1.11–1.42); p = 0.0004). Conclusion Total volume of intracerebral hemorrhage and peri-hematomal edema, and intracerebral hemorrhage volume alone on diagnostic brain CT, undertaken at three days or sooner, are independently associated with death or dependence one-year after intracerebral hemorrhage, but peri-hematomal edema volume is not. Data access statement Anonymized summary data may be requested from the corresponding author.

Brand champions are responsible for encouraging employee commitment to the corporate brand strategy. They strongly believe in and identify with the brand concept—the company’s selected brand meaning, which underpins corporate brand strategy implementation. We conducted research to explore why and how brand champion behaviour operates within companies implementing a new corporate brand strategy. Against a backdrop of growing interest in brand champion behaviour in corporate branding research, we grounded our study in social identity theory and rhetorical theory from change management literature. Our findings show that articulating a compelling brand vision, taking responsibility, and getting the right people involved are the most widely used strategies by brand champions. We uncover how rhetorical strategies within brand champion behaviour generate employee commitment to a new corporate brand strategy. The dimension of brand champion behaviour that is effective depends on the type of brand evolution, involving shifts in the brand concept. We make suggestions for further studies underpinned by social identity theory and rhetorical theory to investigate brand champion behaviour processes within companies introducing a new corporate brand strategy. Refereed/Peer-reviewed

The modern charity is increasingly forced to contend with a limited pool of resources to carry out its core social mission. Decline in government support (Hibbert and Horne 1995 Hibbert, S., and S. Horne 1995. “To Give or Not to Give: Is That the Question?” In European Advances in Consumer Research 2, edited by F. Hansen, 179–182. Provo, UT: Association for Consumer Research. [Google Scholar] ) and direct donations (Williamson 2003 Williamson, R. 2003. “Money Supply Soars, But Funding is a Different Question.” The NonProfit Times, June 15. [Google Scholar] ), as well as the growing number of charities (Liao, Foreman, and Sargeant 2001 Liao, M. N., S. Foreman, and A. Sargeant. 2001. “Market versus Societal Orientation in the Nonprofit Context.” International Journal of Nonprofit and Voluntary Sector Marketing 6(3):254–268. doi:10.1002/nvsm.151 [CrossRef], [Google Scholar] ), has seen the charity industry become increasingly competitive. This has led to a redefinition of what it means to be a charity in terms of the internal structure of the organization and the resultant complexity of the stakeholder environment. To better appreciate the fundamental tensions inherent in modern religious charity organizations and how these challenges affect their corporate branding strategies, the institutional logics framework is used to interpret the underlying pressures. The impact of these pressures is a complex stakeholder environment where the expectations of two somewhat disparate groups—those who need care and provide care, and those who provide the resources to enable that care to continue—must be contemplated. The implications of this institutional pluralism (Kraatz and Block 2008 Kraatz, M., and M. Block 2008. “Organizational Implications of Institutional Pluralism.” In The Sage Handbook of Organizational Institutionalism, edited by R. Greenwood, C. Hardy, T. B. Lawrence, and W. R. Hord, 243–275. London: Sage. [CrossRef], [Google Scholar] ) and consequent complex stakeholder environment for the management of corporate branding of charities are exemplified using the case of a religious charity that changed its corporate brand name.

Background and Purpose— The characteristics of intracerebral hemorrhage (ICH) may vary by ICH location because of differences in the distribution of underlying cerebral small vessel diseases. Therefore, we investigated the incidence, characteristics, and outcome of lobar and nonlobar ICH. Methods— In a population-based, prospective inception cohort study of ICH, we used multiple overlapping sources of case ascertainment and follow-up to identify and validate ICH diagnoses in 2010 to 2011 in an adult population of 695 335. Results— There were 128 participants with first-ever primary ICH. The overall incidence of lobar ICH was similar to nonlobar ICH (9.8 [95% confidence interval, 7.7–12.4] versus 8.6 [95% confidence interval, 6.7–11.1] per 100 000 adults/y). At baseline, adults with lobar ICH were more likely to have preceding dementia (21% versus 5%; P =0.01), lower Glasgow Coma Scale scores (median, 13 versus 14; P =0.03), larger ICHs (median, 38 versus 11 mL; P P P =0.02) than those with nonlobar ICH. One-year case fatality was lower after lobar ICH than after nonlobar ICH (adjusted odds ratio for death at 1 year: lobar versus nonlobar ICH 0.21; 95% confidence interval, 0.07–0.63; P =0.006, after adjustment for known predictors of outcome). There were 4 recurrent ICHs, which occurred exclusively in survivors of lobar ICH (annual risk of recurrent ICH after lobar ICH, 11.8%; 95% confidence interval, 4.6%–28.5% versus 0% after nonlobar ICH; log-rank P =0.04). Conclusions— The baseline characteristics and outcome of lobar ICH differ from other locations.

Purpose The purpose of this paper is to demonstrate how the institutional logics framework adds a fresh perspective on corporate branding, particularly in times of organisational change and subsequent corporate rebranding. Design/methodology/approach The paper examines previous comprehensive approaches to corporate branding in the face of organisational transformation, applying institutional theory which adds to intelligence already developed regarding corporate branding and rebranding in this situation. Findings An understanding of the institutional logics framework provides insights into how corporate branding and rebranding in organisations is affected in an environment where the organisation simultaneously holds values and beliefs inherent to two or more competing institutional forms (Townley, 2002). Research limitations/implications Further research is required to develop a model which integrates institutional logics into previous approaches to corporate rebranding. Practical implications Consideration of the underlying institutional logics of an organisation and how organisational transformation results in competing institutional logics and institutional pluralism leads to profound thinking about branding and rebranding an organisation. Originality/value Although there are a number of studies which look at how to evolve the corporate brand in times of organisational transformation, the institutional logics approach has not yet been applied to this issue, except by the author.

The fieldwork comprised the excavation of 18 trenches, each measuring 20m long by 1.8m wide. The locations of Trenches 3, 5, 6, 8, 11 and 16 were moved slightly from the original locations and Trenches 7, 17 and 18 were moved significantly from the original locations due to various obstructions on site. An archaeological evaluation was undertaken by Cotswold Archaeology in August 2018 at the Harlow Centre, Raymund Road, Oxford. The fieldwork comprised the excavation of 18 evaluation trenches. The evaluation identified archaeological remains concentrated within the southern part of the site, with a single ditch identified within one further trench (Trench 11) in the west of the site. Although a number of these features remain undated, the majority can be attributed to one of four broad periods; the Middle Iron Age, Late Iron Age to Early Romano British (1st century BC to late 1st century AD), Romano-British (2nd to 4th century) and medieval to post-medieval. The earliest activity identified on site comprised a ditch containing Middle Iron Age pottery. The artefactual evidence suggests that occupation has taken place at the site on an intermittent basis from the Middle or Late Iron Age through to the 4th century AD, with a possible hiatus during the late 1st to 2nd centuries AD. The identified evidence from the evaluation suggests that a series of enclosures or field system ditches was present across the southern part of the site. These contained few definitive internal features and may have acted as paddocks for domesticated stock rather than the focus of habitation. Features included 14 ditches, two pits and two pits/ditch terminals, which may form the continuation of enclosures and ditches identified as cropmarks in the fields surrounding the site, however, these could not be conclusively shown to extend into the current site. Features associated with medieval and post-medieval land use were also recorded.

The aim of this article is to examine the importance of the organizational leader, typically the CEO, in the development and maintenance of a sustainable corporate brand. Sustainability has been described as a megatrend that organizations cannot ignore. However, as distinct from previous megatrends, such as the IT and quality megatrends, a more personal commitment on the part of the leader is required for its successful implementation in an organization, because the nature of sustainability is more directly connected to personal values. It is argued that the type of leadership required is brand-specific transformational leadership, involving the leader much more deeply in articulating the sustainable brand vision and acting as a role model for the sustainable corporate brand promise. The conclusion reached is that a special kind of leader is required to ensure custodianship of a corporate brand that incorporates sustainability as a major part of the corporate brand covenant.

PurposeThe purpose of this paper is to progress research towards a model of the sustainable corporate brand by conducting a critical review of the research literature on sustainability, including theories and typologies that impact on and/or are relevant to the development of a sustainable corporate brand, that is a corporate brand that has sustainability embedded in its covenant or brand promise.Design/methodology/approachA critical review of the research literature is undertaken to investigate the drivers, factors and features that need to be included when developing the sustainable corporate brand.FindingsThe development process for a sustainable corporate brand was examined by reference to the available literature on sustainability in relation to corporate branding. The drivers and factors involved in the development and maintenance of a sustainable corporate brand discussed included the link between corporate identity and corporate brand using Balmer's typology, corporate rebranding, developing a consistent sustainable brand promise, supply chain challenges, signalling and communication issues including the application of discourse theory, the sustainable corporate brand as an innovation credibility, and reputational issues. Finally, the factors to be considered in developing a sustainable corporate brand were presented.Research limitations/implicationsCase study research is needed to confirm which processes and theories offer the most effective way of implementing the sustainable corporate brand in particular industries and countries.Practical implicationsThe paper provides a framework for organizations considering implementing a sustainable corporate brand.Originality/valueThe paper provides several insights which emerged from an examination of how an organization might implement a sustainable corporate brand.

Published as "Aligning identity and strategy: Corporate branding at British Airways in the late 20th century", California Management Review, 51(3), 6 - 23, 2009. © 2009 by the Regents of the University of California. Copying and permissions notice: Authorization to copy this content beyond fair use (as specified in Sections 107 and 108 of the U. S. Copyright Law) for internal or personal use, or the internal or personal use of specific clients, is granted by the Regents of the University of California for libraries and other users, provided that they are registered with and pay the specified fee via Rightslink® on JSTOR (http://www.jstor.org/r/ucal) or directly with the Copyright Clearance Center, http://www.copyright.com. This article explains the utility of adopting an identity-based view of the corporation, which underpins a diagnostic tool of identity management outlined in this article. Using British Airways as an extensive case history, it examines and analyzes how British Airways' senior executives have intuitively adopted an identity-based perspective as part of the strategic management of the carrier. The analysis is corroborated by insights from the former CEO of British Airways, Lord Marshall, as well as his predecessor, Lord King. The overriding message is that calibrating the multiple identities of the corporation is a critical dimension of strategic management.

Corporate rebranding is a strategy used by companies to change their image. There may be very good reasons for doing this, the most obvious being to send a signal to stakeholders that something about the organisation has changed (for the better). Other less pressing reasons, discussed in this paper, are, however, also instigators for rebranding. To some extent, a corporate makeover appears to contradict what has long been regarded as standard marketing practice in product branding, that is, long-term investment in and commitment to a brand. Despite this, many firms are undertaking corporate rebranding exercises. The cost of corporate rebranding is very high, running into millions of dollars in many cases. In this paper, the concept of rebranding is discussed, the motivations for corporate rebranding are categorised, and the main issues in corporate rebranding in relation to rebranding the name, logo and slogan are discussed. Lastly the effectiveness of corporate rebranding as a corporate strategy is evaluated.

Many existing companies have set up corporate websites in response to competitive pressures and/or the perceived advantages of having a presence in marketspace. However, the effect of this form of communication and/or way of doing business on the corporate brand has yet to be examined in detail. In this paper it is argued that the translation of corporate brand values from marketplace to marketspace is often problematic, leading to inconsistencies in the way that the brand values are interpreted. The paper reviews current practice and theory to date on corporate branding in marketspace. Some of the issues discussed are: (1) the effect of changed organizational boundaries on the corporate brand, (2) the need to examine whether it is strategically feasible to translate the corporate brand values from marketplace to marketspace, (3) the inherent di.culty in communicating the emotional aspects of the corporate brand in marketspace, and (4) the need to manage the online brand, in terms of its consistency with the off-line brand. The conclusion reached is that a necessary part of the process of embracing marketspace as part of a corporate brand strategy is a plan to manage the consistency and continuity of the corporate brand when applied to the internet. In cases where this is not achievable, a separate corporate brand or a brand extension is a preferable alternative.

(2002). Employee Identification with the Corporate Identity - Issues and Implications. International Studies of Management & Organization: Vol. 32, No. 3, pp. 28-44.

This paper explores the decline in the corporate reputation of the Australian company BHP (Broken Hill Propriety Ltd), ‘The Big Australian’, which occurred as a result of the company's involvement in the Ok Tedi mine in Papua New Guinea. We argue that the problems of BHP stemmed primarily from the inability of the company to recognize and respond to the changing societal expectations of companies which occurred during the period of the operation of the mine in the 1990s. These societal changes were evident in two media ities. The first was the general trend of increased media attention to business activities. The second media activity, which impacted on BHP specifically, was the reframing by the media of the activities of BHP from a ‘commercial success’ to an ‘environmental and social crisis’. BHP's corporate reputation suffered as a result of the media attention on the performance of a company relative to new expectations and norms of corporate social responsibility. We conclude that BHP needed to change its strategic direction from a narrow conceptualization of its corporate identity as ‘a mining company’ (‘The Big Australian’) to a broader view of itself as ‘a company that undertakes mining in relation to environmentally and socially complex interactions with land and people’.

Various writers have developed conceptual models of corporate image formation and corporate identity management. These models reflect the way in which corporate identity and corporate image have been conceptualised over the past three decades. This paper explores the significance of the various models as a rich foundation for the conceptual thinking on corporate identity, and draws from these models a more definitive model of the corporate identity management process. The model developed reflects current thinking, which places greater emphasis on organizational culture, corporate strategy, corporate communication and integrated communication. The implications for managers and consultants are discussed. A significant implication for both is that the increase in complexity of the model indicates that more variables need to be systematically taken into account when planning a corporate identity program.

This paper explores the significance of organizational structure in relation to the capacity of an organization to develop an effective corporate identity. Mintzberg's framework was used to highlight the effect of organizational structure on organizational identification and hence corporate identity management, and the ways in which organizational structure affects corporate identity management. Additionally, the most appropriate corporate identity structure for each type of organization is discussed, using the structures of Ind (1992), Kammerer (1995) and van Riel (1995). A significant implication for managers is that consideration of the present organizational structure should influence their corporate identity program proposals and decisions relating to corporate identity structure. In addition, a projected research agenda is outlined.

Although corporate identity was originally defined in terms of the visual representation of a company, later writers employed broader definitions, which have highlighted the importance of the various forms of communication in corporate identity management. Recent models of the corporate identity management process have reflected the importance of communication in the management of corporate identity. Corporate communication has been regarded as being composed of three forms: management, marketing and organizational communication. Most organizations are structured such that management and organizational communication are closely aligned with the corporate identity of an organization. However, the conjunction between corporate identity and marketing communication is less discernible. It has been noted that the interaction between corporate and marketing communication is 'tentative and embryonic in nature'. The authors conducted empirical research, which explored the extent to which corporate identity was in...

Bernstein wrote that we should be concerned about the image our company projects not because we want to manufacture it but because we need to discern how we are being received and how those perceptions square with our self‐image (Bernstein 1984, 13). The importance of image being based on reality was incorporated by Abratt (1989) into his conceptual model in the form of an ‘interface’. This interface can be conceived of as the moment of truth for an organisation where the corporate identity is externalised, and, therefore, examination of the dynamics of this interface is of vital interest to corporate identity research. The results of empirical research into this interface, denoted as the corporate identity/corporate image interface in this research, are presented in this paper. A resultant model of the corporate identity management process is then advanced, based on the dimensions of a factor analysis of the multi‐item scale developed for the research. The research revealed that, whereas the selection of an accountancy firm is based on the corporate image that it projects, retention of an accountancy firm is based on continuing positive experiences, including the responsiveness of employees, the physical environment and the values that the accountancy firm holds dear. This implies that the corporate identity/corporate image interface must be a coherent entity for the successful projection of corporate identity.

In September and October 2014, Cotswold Archaeology carried out an archaeological evaluation on land at Roger's Farm, Newton, Suffolk. the Suffolk Historic Environment Record records no known heritage assets within the proposed development site. A previous geophysical survey identified a former field boundary and a small number of discrete potential archaeological anomalies. The evaluation recorded two substantial Roman quarry pits. The backfill of one of these quarry pits contained large quantities of ceramic building material suggestive of the presence of a Roman building - such as a villa - in the vicinity, although no evidence for such a building was uncovered within the site, either by the evaluation or the geophysical survey. The evaluation also recorded the remains of medieval and last post-medieval/modern field systems. The evaluation results displayed a broad correspondence with the geophysical survey results, although there was a small number of archaeological features which had not been detected by the survey, as well as limited geophysical anomalies which were not found to correspond to below-ground archaeological remains. The evaluation recorded two substantial Roman quarry pits. The backfill of one of these quarry pits contained large quantities of ceramic building material suggestive of the presenceof a Roman building -such as a villa - in the vicinity, although no evidence for such a building was uncovered within the site itself, either by the evaluation or the geophysical survey. The evaluation also recorded the remains of medieval and late postmedieval/modern field systems

The aim of this article is to examine employee challenges to living the brand after rebranding has occurred. Although employees may want to ‘live’ the corporate brand, there are challenges and barriers that prevent them from effectively doing this, particularly after a corporate rebranding process. The conclusion reached is that the willingness and ability of employees to live the new corporate brand is concurrently contingent on issues that are framed within the structural context of the organization, as well as the nature of the rebranding activity. Specifically, variations in the type and level of employee identity and identification, organizational structure and its corresponding cultural effects, and the nature of the rebranding activity, which is influenced by organizational structure, impact on the degree to which employees can live the new corporate brand. The article provides managers with an integrated insight into issues that they are likely to confront as they expect employees to enact brand values and ‘live’ the new corporate brand, during and after the rebranding process.

An archaeological evaluation was undertaken by Cotswold Archaeology between September and November 2009 at the former 'Clutch Clinic' 6 Commercial Road, Gloucester. A total of six trenches was excavated. A watching brief was also undertaken during the removal of fuel tanks. Deposits were observed in three trenches which probably were the fills of the outer bailey ditch of the 11th-century Norman castle which previously stood to the north-west of the site. Overlying these deposits were in situ medieval walls, foundations, floor surfaces and deposits forming part of the east range of the medieval Dominican priory. The evaluation also identified post-medieval walls and floor surfaces, including evidence for the post-Dissolution use of the site as a cloth manufactory in the 16th century. Structures of the 19th-century Talbot Bottling Company and properties fronting onto Commercial Street were identified.