یک برند در یک برند: درک یکپارچه از مدیریت برند داخلی و معماری برند در بخش عمومی A brand within a brand: an integrated understanding of internal brand management and brand architecture in the public sector

Introduction Branding has increasingly permeated the public sector and become a consideration for organisations within a diversity of its subsectors, including universities (Dholakia and Acciardo 2014), health care (Sataøen and Wæraas 2015), libraries (Hood and Henderson 2005) and municipalities (Wæraas et al. 2015). Further, signs of greater corporatisation and brand harmonisation have emerged where subdepartments are aligned with the organisational brand and brand values (Dholakia and Acciardo 2014; HemsleyBrown and Goonawardana 2007). Alignment may in part be based on the visual identity of the brand, e.g. logos and style guides. It also puts focus on the identity and values of the organisation to define ‘‘who’’ the organisation is (Balmer 2010; Hatch and Schultz 2009). Aligning the organisation around this identity and values is considered necessary to support a strong organisational brand (Hatch and Schultz 2009; Harris and de Chernatony 2001). A brand strategy that encompasses the whole organisation is necessary; departments need to work together to support a brand that is embedded in the behaviour and people of the organisation (de Chernatony and Cottam 2009). The organisational brand is a means to promoting an ‘‘umbrella image’’ for the organisation that ‘‘casts one glow over an array of products’’ (or services) (Hatch and Schultz 2001). From a brand architecture perspective this ‘‘umbrella image’’ may parallel that of a branded house, i.e. where all individual products and services are coated in the organisational brand (Aaker and Joachimsthaler 2000). Brand architecture describes the hierarchal structure of brands within the organisation and the relationship between the brands (Brexendorf and Keller 2017; Aaker and Joachimsthaler 2000). However, existing research has mainly taken a consumer market, private sector perspective (e.g. Brexendorf and Keller 2017; Aaker 2004; Rajagopal and Sanchez 2004). In the public sector only three papers have been identified relating to brand architecture (Dholakia and Acciardo 2014; Hudson 2009; Hemsley-Brown and Goonawardana 2007). Branding is arguably a relatively new development in the public sector, but studies suggest that existing brand management theories and models may not be fully transferable to this context (Dean et al. 2016; Hytti et al. 2015; Chapleo 2010; Wæraas and Solbakk 2009). Further, branding in public organisations may meet resistance from internal (Hytti et al. 2015; Sataøen and Wæraas 2015) and external stakeholders (Fa¨rlin 2016; Westin 2016; Whelan et al. 2010). This is troublesome as a strong organisational brand is dependent on a unified perception of the brand among various stakeholders. If existing brand management theories and models are insufficient for the public sector, while branding efforts at the same time may meet resistance, understanding how public organisations should manage the brand is key.