From research excellence to brand relevance an alternative model for strategic higher education reputation building

Abstract: In this article a novel approach to reputation development at higher education institutions is argued. Global reputation development at higher education institutions is largely driven by research excellence, predominantly measured by research output, and predominantly reflected in hierarchical university rankings which, in turn, is equated with brand equity. It is argued that the current approach to reputation development in higher education institutions is modernist and linear, strangely out of kilter with the complexities of a transforming society in flux, the demands of a diversity of stakeholders, and the drive towards transdisciplinarity, laterality, reflexivity and relevance in science itself. Whilst good research remains an important ingredient of a university’s brand value, a case is made for brand relevance, cocreated in collaboration with stakeholders, as an alternative, non-linear way of differentiation, in light of challenges in strategic science globally, as well as trends and shifts in the emerging paradigm of strategic communication. In applying strategic communication principles to current trends and issues in strategic science and the communication thereof, an alternative model for strategic reputation building at higher education institutions is developed

A measuring instrument for the active consumer stakeholder concept among South African brand leaders

This study argues that consumers no longer take the actions of brand leaders for granted. Instead, they challenge and are inherently active. Although consumers have long been recognised as stakeholders by brand leaders, the question remains as to what extent their voices are heard and to what extent brand leaders recognise them as active stakeholders. The research problem was addressed by linking aspects of corporate social responsibility, corporate social responsiveness, stakeholder theory, stakeholder communication and accountability to develop a reliable measuring instrument for brand leaders to evaluate to what extent they are attuned to the active consumer stakeholder concept and, through further rankings and qualitative analyses, obtain some indication as to what extent awareness of the active consumer stakeholder concept has taken root among a sample of 51brand leaders. Through reliability and cluster analyses, the research succeeded in developing a reliable measuring instrument which reflected most of the theoretical tenets of the active consumer stakeholder concept. Further findings, albeit of a limited scope, suggest an interesting dichotomy between recognition of the active consumer stakeholder concept on the one hand, and a strong profit maximisation view on the other, which could become a platform for further research