Page 97 - Parimad teadustööd 2013/2014

TALLINNA ÜLIKOOLI ÜLIÕPILASTE 2013/2014. ÕPPEAASTA PARIMAD TEADUSTÖÖD / ARTIKLITE KOgUMIK SOTSIAALTEADUSED
yardstick at one end of the field before starting to furrow the field is apparently the best possible tactic. And having archetypal branding as such a yardstick sounds solid plan based on resent research.
Graph 1. Luiga model of corporate branding and identity management process
What an organization stands for and wants to be are not always very clear even to insiders, meanwhile strengthening the constructs of corporate identity are of great importance. It has been argued that corpo- rate communicators lack the ability to manage meaning and they need to become masters in combining reality and reputation through corporate communications in a way that resonates with customers and would comprise meaningful interaction. Archetypal branding seems to withstand the test of time and is of help in crossing boundaries, such as cultural, lifestyle, age, but would also enable the organization a success that endures. It would offer an alternative to corporate communicators on how to find and keep a desired corporate identity that would resonate with customers as archetypes are the most ancient groves in our mental architecture. The unconscious power of archetypes is described by Jung (1991) to be im- mense and giving a stronger impulse than anything else, so an ongoing journey that aligns the narratives and visual vocabulary of the brand with strategic goals is best executed using archetypical corporate identity.
Summary and conclusions
I have combined a set of theories to offer a cross-dimensional approach to corporate communicators to overcome the logical consistence of strengthening the construct of corporate identity. My contribution has been in combining radical constructivism and complexity theory in the corporate identity construc- tion process and incorporating it with archetypes and issue arenas. Communication models widely used until now might not be entirely useful in the process of understanding how to make a brand resonate most powerfully with targets, so that it would link with stakeholders’ existing patterns. But if we use Jung’s research on the collective unconscious, and add Maturana and Varela’s understanding of how knowledge is created, it could prove a very useful basis for constructing corporate identity. Bonding
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