The role of corporate identity in the higher education sector

TLDR

The study examines the strategic intent of Warwick’s corporate identity programme using the Melewar and Jenkins model, applying it to higher education. The authors base their analysis on an interview with Warwick’s Director of Communication and on two institutional documents, the Reputation Audit and the Corporate Identity Guide. Warwick’s new corporate identity reflects a shift toward centralised management and marks the first stage of an evolving CI programme.

Abstract

Purpose This paper analyses the strategic intent behind the University of Warwick's corporate identity (CI) programme by using the four components of the corporate identity model developed by Melewar and Jenkins. Design/methodology/approach Information gathered from the interview with Ian Rowley, Director of Communication at the University of Warwick, is presented in support of the arguments. In addition, the paper refers to two further documents: “University of Warwick: Reputation Audit” and “The Corporate Identity Guide”. Findings Warwick's new CI is the reflection of the new management strategy which is the move from a decentralised towards a more centralised management style. In this respect the changes at Warwick represent not a one‐dimensional perspective to CI but rather the first step of an evolving CI programme. Originality/value Application of the Melewar and Jenkins identity model in the context of a higher education sector.