Corporate Rebranding: An Internal Perspective

Abstract Corporate rebranding that modifies logos, tagline and the corporate brand name is common among practitioners. Available literature reports the success of corporate rebranding by the response and perception of external stakeholders but there is little reflection of the internal perspective. Employees however represent the brand values and fulfil the corporate brand promise. To fill this gap a multiple case study approach was adopted, and semi-structured in-depth interviews were conducted followed by thematic analysis of the data. Findings of the study emphasized upon the role of rebranding communication by leadership in facilitating changes to the corporate brand, resulting in employee buy-in. This important contribution to the literature will also help managers achieve employee buy-in to strategic changes in the organisation especially post Brexit. Further research is recommended to measure existing levels of employee engagement and corporate brand identification that will support post rebranding employee buy-in.