Contrasting cases of corporate heritage-in-use: vibrant versus latent approaches

No Thumbnail Available
File version
Author(s)
Miller, Dale
Merrilees, Bill
Cooper, Holly
Primary Supervisor
Other Supervisors
Editor(s)
John M. T. Balmer
Date
2017
Size
File type(s)
Location
License
Abstract

Although management of corporate heritage has strategic significance, the domain is still emerging. Notwithstanding, a foundational article by Balmer et al. (2006) has stimulated considerable research. Much of that research is about the nature and principles of corporate heritage brands. The Monarchy has received considerable attention, as it represents a corporate heritage brand exemplar (Balmer, 2009, 2011a, 2011b; Balmer et al. , 2006; Greyser et al. , 2006). In contrast, heritage brands in the corporate commercial context receive less empirical consideration. Notable exceptions are studies of Cunard (Hudson, 2011), the family-owned Shepherd Neame brewery (Burghausen and Balmer, 2014, 2015), Tiffany and Burberry (Cooper et al., 2015a) and four Australian companies (Cooper et al., 2015b). The chapter contrasts corporate heritage across Canada and Australia, examining two major corporates, Canadian Tire Corporation and David Jones, and ends with consideration of a third company, Canadian Tim Hortons.

Journal Title
Conference Title
Book Title
Foundations of Corporate Heritage
Edition
Volume
Issue
Thesis Type
Degree Program
School
Patent number
Funder(s)
Grant identifier(s)
Rights Statement
Rights Statement
Item Access Status
Note
Access the data
Related item(s)
Subject
Marketing Management (incl. Strategy and Customer Relations)
Persistent link to this record
Citation