Developing a Model of Brand Culture in Knowledge-Based Companies: A Grounded Theory Approach

Document Type : Research Paper

Authors

1 MSc., Department of Business Management, Faculty of Economics and Management, Urmia University, Urmia, Iran.

2 Associate Prof., Department of Business Management, Faculty of Economics and Management, Urmia University, Urmia, Iran.

10.22059/jibm.2024.378565.4808

Abstract

Objective
Most companies, particularly knowledge-based organizations, seek to gain a competitive advantage by adopting innovative and distinctive strategies in response to increasingly intense market competition. Rising consumer expectations and changing preferences, combined with the rapid advancements in information and communication technology and increasing environmental complexity, are transformative forces compelling firms to seek unique competitive advantages. To survive and thrive in such a dynamic landscape, companies must not only meet evolving customer needs but also implement effective strategies for sustainable growth, ultimately leading to greater profitability. In this context, brand culture development emerges as a pivotal strategy. By serving as a strategic tool, it enables organizations to enhance service delivery and adapt seamlessly to multifaceted shifts in the market, ultimately fostering superior organizational outcomes and increased profitability. In this context, brand culture development emerges as a strategic imperative. It serves as a robust mechanism for enhancing customer service quality and fostering organizational adaptability to multifaceted shifts, ultimately yielding superior performance and benefits for firms. Accordingly, the objective of the present study is to develop a comprehensive model of brand culture development tailored to knowledge-based companies.
 
Methodology
This study adopts a qualitative, applied research design. The research population includes managers of knowledge-based firms in Urmia, the largest city in West Azerbaijan Province of Iran, selected via a purposive snowball sampling method. Data analysis began following the identification of ten experts. The sampling procedure was carried out until theoretical saturation was reached, meaning that data collection continued until the emergence of new concepts ceased and the identified categories reached an adequate level of conceptual depth and richness. Unstructured and semi-structured interviews were employed as the primary data collection methods to identify the research categories.
 
Findings
This research employed a Grounded Theory approach based on the Strauss and Corbin methodology to construct the final model. Accordingly, the data analysis and model development proceeded through three distinct phases: open coding, axial coding, and selective coding.
 
Conclusion
This study developed a comprehensive model that integrates causal conditions, contextual conditions, intervening conditions, the central phenomenon, brand culture strategies, and the resulting outcomes. It presents a brand culture model underpinned by nine key pillars: knowledge-based management, innovation and entrepreneurship focus, teamwork and networking, community centricity, market orientation, value creation, empowerment and continuous improvement, proactivity, and resilience. The causal factors driving brand culture in this model include human resource management strategies, human capital, organizational culture, societal culture, managerial styles, and the national level of economic development. The results also indicate that economic risks, cultural gaps, inefficient marketing, and weaknesses in administrative and governance frameworks function as intervening conditions that hinder the process of brand culture building. In conclusion, the findings delineate five key strategies for managers, namely: integrated marketing communications, innovative and entrepreneurial marketing, branding, human resource management, and participatory management. Additionally, the results indicate that economic risks, cultural divides, ineffective marketing, and weaknesses in administrative and governance frameworks serve as intervening conditions that impede the brand culture development process.
 

Keywords

Main Subjects

References

 
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Journal of Business Management
Volume 18, Issue 2
2026
Pages 785-828

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