Full Chapter Business Digitalization Corporate Identity and Reputation 1St Edition Pantea Foroudi PDF

Business Digitalization : Corporate
Identity and Reputation 1st Edition

Pantea Foroudi
Visit to download the full and correct content document:
https://textbookfull.com/product/business-digitalization-corporate-identity-and-reputati
on-1st-edition-pantea-foroudi/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...
The Corporate Reputation of Multinational Corporations

An Analysis of Consumers Perceptions of Corporate
Reputation and its Effects Across Nations 1st Edition
Cathrin Huber
https://textbookfull.com/product/the-corporate-reputation-of-
multinational-corporations-an-analysis-of-consumers-perceptions-
of-corporate-reputation-and-its-effects-across-nations-1st-
edition-cathrin-huber/
The Reputable Firm: How Digitalization of Communication

Is Revolutionizing Reputation Management 1st Edition
Pekka Aula
https://textbookfull.com/product/the-reputable-firm-how-
digitalization-of-communication-is-revolutionizing-reputation-
management-1st-edition-pekka-aula/
Debussy’s legacy and the construction of reputation 1st

Edition Wheeldon
https://textbookfull.com/product/debussys-legacy-and-the-
construction-of-reputation-1st-edition-wheeldon/
Corporate Risk Management for International Business

1st Edition Ayse Kucuk Yilmaz
https://textbookfull.com/product/corporate-risk-management-for-
international-business-1st-edition-ayse-kucuk-yilmaz/
Digital Transformation Now!: Guiding the Successful
Digitalization of Your Business Model 1st Edition
Daniel R. A. Schallmo
https://textbookfull.com/product/digital-transformation-now-
guiding-the-successful-digitalization-of-your-business-model-1st-
edition-daniel-r-a-schallmo/
Human Resource Management and Digitalization 1st

Edition Franca Cantoni
https://textbookfull.com/product/human-resource-management-and-
digitalization-1st-edition-franca-cantoni/
Digitalization in Construction 1st Edition Angenette

Spalink
https://textbookfull.com/product/digitalization-in-
construction-1st-edition-angenette-spalink/
Analytical Corporate Finance (Springer Texts in

Business and Economics) Angelo Corelli
https://textbookfull.com/product/analytical-corporate-finance-
springer-texts-in-business-and-economics-angelo-corelli/
Reputation strategy and analytics in a hyper connected

world 1st Edition Foster
https://textbookfull.com/product/reputation-strategy-and-
analytics-in-a-hyper-connected-world-1st-edition-foster/
“Digital transformation has become increasingly important in the real world
of management, yet academic research and guidance for management prac-
tice in the area of branding, identity and reputation have remained frag-
mented until now. This book fills that gap. The comprehensive approach
details the extent to which digital transformation affects the processes of
branding, identity and reputation. Writing about digital transformation is
notoriously difficult, as ‘hot’ topics can become dated very quickly but this
book manages to make sense of the rapidly changing digital environments.
This book has an accessible style that will encourage students to extend their
studies in digital transformation. I wholeheartedly recommend this text as
an invaluable resource for academics, doctoral, postgraduate, graduate and
final-year undergraduate students studying business, management and mar-
keting, as well as practitioners looking for insights into how to successfully
navigate the minefield of digital transformation.”
Charles Dennis, Professor in Marketing,
Middlesex Business School London
“Tackling a topic such as digital transformation is not easy in an epoch when

it is very much dealt with. The volume is appreciable for its ability to com-
bine the theoretical relevance/centrality of the issues with a practical reading
of the context in which digital transformation may take place. A further
specific merit is then the organicity and harmonization of the contributions,
which, although they come from different authors, are admirably merged
thanks to the commendable and punctual work of the editors. I am sure that
the anthological collection entitled Business Digitalization: Corporate Iden-
tity and Reputation may become a point of reference for scholars, marketing
practitioners and students. Well done!”
Gerardino Metallo, Professor of Management,
University of Salerno, Italy
Business Digitalization
Technological advances, alongside increasing globalization and growing

awareness of socio-cultural and socio-political issues, are driving corporate
branding innovations, and organizations must react and adapt quickly
to compete. This book investigates and explores the impact of digital
transformation on building corporate branding, identity and reputation.
This book brings together international contributors to provide examples
from a wide range of industries and firms, including the retailing and agri-
food industries, and illustrates the many dimensions of corporate branding
and theories and how they can be aided by digital transformation. It explores
the connection of branding with artificial intelligence, social media networks
and technologies 4.0, as well as the limitations and challenges they might
deliver. Using a combination of theory, primary research findings and
practice, this book offers viewpoints and expertise from multiple regions,
appealing to a global audience.
This edited collection serves as an important resource for researchers,
scholars and postgraduate students of marketing, brand management and
corporate communications and those interested in the emerging relationship
with technology.
Pantea Foroudi is a business manager and solution architect at Foroudi

Consultancy and a member of marketing, branding and tourism at Middlesex
University London.
Maria Teresa Cuomo is a professor of Business Economics at the University

of Salerno, where she teaches “Management and Innovation” and
“Management.”
Routledge Studies in Marketing
This series welcomes proposals for original research projects that are either
single or multi-authored or an edited collection from both established and
emerging scholars working on any aspect of marketing theory and practice
and provides an outlet for studies dealing with elements of marketing theory,
thought, pedagogy and practice.
It aims to reflect the evolving role of marketing and bring together the most
innovative work across all aspects of the marketing ‘mix’ – from product
development, consumer behaviour, marketing analysis, branding, and
customer relationships, to sustainability, ethics and the new opportunities
and challenges presented by digital and online marketing.
29 Religion and Consumer Behaviour

Influence of Religiosity and Culture on Consumption
Edited by Gaurav Gupta, Mandakini Paruthi and Shivinder Nijjer
30 Corporate Social Responsibility and Marketing Ethics

The Effects of Value-Based Marketing on Consumer Behaviour
Honorata Howaniec
31 Ethnic Hospitality Marketing

Authenticity and Quality Constructions in the Greek Food Industry
Elena Chatzopoulou
32 Branded Content and Entertainment in Advertising

A Theoretical and Empirical Study of Creative Advertising Practices
María Rodríguez-Rabadán Benito
33 Digital Transformation and Corporate Branding

Opportunities and Pitfalls for Identity and Reputation Management
Edited by Maria Teresa Cuomo and Pantea Foroudi
For more information about this series, please visit: www.routledge.

com/Routledge-Studies-in-Marketing/book-series/RMKT
Business Digitalization
Corporate Identity and Reputation
Edited by
Pantea Foroudi and Maria Teresa Cuomo
First published 2024
by Routledge
4 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
and by Routledge
605 Third Avenue, New York, NY 10158
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2024 selection and editorial matter, Pantea Foroudi and Maria
Teresa Cuomo; individual chapters, the contributors
The right of Pantea Foroudi and Maria Teresa Cuomo to be identified
as the authors of the editorial material, and of the authors for their
individual chapters, has been asserted in accordance with sections 77
and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or
reproduced or utilised in any form or by any electronic, mechanical,
or other means, now known or hereafter invented, including
photocopying and recording, or in any information storage or retrieval
system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks
or registered trademarks, and are used only for identification and
explanation without intent to infringe.
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
ISBN: 978-1-032-51235-8 (hbk)
ISBN: 978-1-032-51236-5 (pbk)
ISBN: 978-1-003-40128-5 (ebk)
DOI: 10.4324/9781003401285
Typeset in Sabon
by codeMantra
To my lovely brother, Dr Mohammad Mahdi Foroudi –
my life started when you were born; since you have flown
to heaven, we live with your memories; our love for you
shall live forever till we meet again. Also, to my father,
Dr Mohammad Foroud Foroudi and my mum,
Flora Mahdavi.
Pantea Foroudi
To my adorable mum, and to the most “creative thinker”

in the world, my brother Dr Francesco Cuomo – with all
my love forever and ever.
Maria Teresa Cuomo
Contents
List of contributors xi
1 Business digitalisation: corporate identity and reputation 1

PANTEA FOROUDI AND MARIA TERESA CUOMO
2 Brand identity and digital transformation: challenges and

opportunities in the higher education sector 5
JANE HEMSLEY-BROWN
3 Religion, social media networks and marketing

opportunities: the case of British Muslim entrepreneurs 29
SYED ALI HAYDER, BASEER DURRANI AND NAZAN COLMEKCIOGLU
4 Employees’ social media presence: future directions for

corporate reputation 44
ROBERTO CHIERICI, ALICE MAZZUCCHELLI AND
ANGELO DI GREGORIO
5 How digital technology adoption results in improved

innovation and firm performance outcomes 63
FARBOD FAKHREDDIN
6 Customer engagement in international marketing research:

intellectual structure and research agenda 76
FANG FANG LI AND BRIAN R. CHABOWSKI
7 An overview of the influence of technology on homogeneous

and heterogeneous culture 101
WALEED YOUSEF AND MAISAM YOUSEF
x Contents
8 Digital strategy and business performance 110

GUIDO AMENDOLA
9 Personalisation: the construct and its dimensions 126

MOJGAN KHORRAMI, PANTEA FOROUDI AND
MANIJEH HAGHIGHI NASAB
10 The influence of eCommerce providers in promoting

eCommerce: A study of Nigeria e-Merchants’ and online
customers’ perspectives 144
VIVIAN OTUEKONG AND PANTEA FOROUDI
Index 183
Contributors
Guido Amendola, in Snam since December 2018, is Senior Vice President

of Corporate & Group Supply Chain leading Procurement and Material
Management. Before Snam, he spent six years in BNP Paribas as Group
CPO Italy, responsible for leading a Procurement Shared Services Hub.
Prior he was Supply Chain Director at PosteMobile and Head of Project
Procurement at Siemens IT Solutions & Services. In 2010, he earned his
master’s in Procurement at Supply Chain Management Institute in Munich
adding this expertise to a postgraduate MBA and a degree in Economics.
Brian R. Chabowski is Professor of Marketing and Chair of the Manage-
ment, Marketing, and International Business Department at the University
of Tulsa. He earned his PhD from Michigan State University in Marketing
(major) and International Business (minor). His research interests include
international sustainability, global marketing strategy and the interdisci-
plinary application of bibliometric research. He has published in outlets
such as the Journal of International Business Studies, Journal of the Acad-
emy of Marketing Science, Journal of Retailing, Journal of International
Marketing, Decision Sciences and Industrial Marketing Management.
Roberto Chierici is Assistant Professor of Marketing and Management at the
Department of Business and Law, University of Milan-Bicocca, Italy. He
earned his PhD in Business Administration, Management and Territorial
Economics from the University of Milan-Bicocca in 2016. His research
interests lie in the areas of social media and customer relationship man-
agement, social commerce, multichannel customer management, social
media, information and knowledge management, and new forms of en-
trepreneurship. He is also a member of the Research Center CRIET – Re-
search Network on Land Economics.
Dr Nazan Colmekcioglu is Lecturer in Marketing at Cardiff Business School.
Her research interests span the field of consumer behavior in online and
offline environments. She particularly focuses on factors such as ethical
ideology, culture, religion and emotions of consumers to understand con-
sumption and anti-consumption attitudes toward products and services in
xii Contributors
different industries. Her academic articles have appeared in the Journal of

Business Research, Psychology & Marketing; Journal of Business Ethics;
International Journal of Hospitality Management; International Journal
of Contemporary Hospitality Management; and in other academic jour-
nals and books. She is Assistant Editor of the International Journal of
Contemporary Hospitality Management. She is an active reviewer in vari-
ous journals and books.
Angelo Di Gregorio is Full Professor of Management at the University of
Milan-Bicocca, Italy, where he also acts as Scientific Director of CRIET,
Inter-University Research Center in Territorial Economics. He teaches
Marketing Management at the Faculty of Economics, University of Milan-
Bicocca. He serves on several advisory committees to the Italian Ministry
of Economic Development, and he is a member of the steering commit-
tee of the various scientific disciplines. He has published numerous con-
tributions on business strategies, marketing and communication and has
carried out consultancy activities related to strategy, marketing, commu-
nication and business startups.
Dr Baseer Durrani is Lecturer in Marketing at Nottingham Trent University.
Farbod Fakhreddin is a PhD candidate in Marketing Management at Payame
Noor University (PNU), Faculty of Human Sciences. His research interests
include consumer behavior, strategic marketing and innovation. He has
also published academic papers in international journals, such as Journal
of Product & Brand Management, Journal of Promotion Management
and Journal of Marketing Analytics.
Fang Fang Li has graduated from the University of Vaasa, Finland. Her re-
search interests are social media, marketing strategy, customer engage-
ment, and international marketing and business. She has published in the
Journal of the Academy of Marketing Science.
Professor Jane Hemsley-Brown, PhD, has over 100 publications in marketing,
branding and higher education consumer choice. Her most notable publi-
cations are as follows: Hemsley-Brown and Oplatka, (2015) Higher Edu-
cation Consumer Choice, Palgrave; Hemsley-Brown and Oplatka, (2006)
“Universities in a competitive global marketplace.” She was the editor in
chief of the Journal of Marketing for Higher Education (2009–2019).
Mojgan Khorrami has completed her bachelor’s degree in Information Tech-
nology Engineering from the Esfahan University of Technology and her
master’s degree in Information Technology Engineering from Alzahra Uni-
versity in Tehran. She is currently a PhD student in Business Management
at Alzahra University, Iran. Her main research interests are IoT, social
media marketing, metaverse and digital marketing.
Contributors xiii
Alice Mazzucchelli, PhD, is Assistant Professor of Marketing and Manage-

ment at the University of Milan-Bicocca. She earned her PhD in Business
Administration, Management and Territorial Economics from the Univer-
sity of Milan-Bicocca in 2016. She is Temporary Lecturer in Marketing
Management at the University of Milan-Bicocca. She is also involved in
several research projects, and her research is accomplished in collabora-
tion with different national and international research groups. Her re-
search interests include social media marketing, digital transformation,
knowledge management, innovation management and entrepreneurship.
Vivian Otuekong is Technology Manager responsible for Service Manage-
ment across the Ecobank Group driving the service management practices
and principles across all technology staff. She is also involved in driving
a Customer Experience Culture within the technology department. She
has worked in the financial industry for the past 18 years and contrib-
uted to the definition, implementation and value derivation of technology
strategies.
Maisam Yousef is Full-time Lecturer at Imam Abdulrahman Bin Faisal Uni-
versity, College of Education. She is a member of the Community and Sus-
tainable Development Unit. She earned her master’s degree in Philosophy
of Education from the University College of London (IOE). Her research
interests include education and culture.
Waleed Yousef is Assistant Professor of Marketing and was previously Mar-
keting Lecturer at Imam Abdulrahman Bin Faisal University. Currently, he
is assigned as Director of Planning and Quality for the Education Sector at
an affiliated organization. He earned his PhD from Middlesex University
London, MSc in Marketing Communications from Manchester Metro-
politan University and BS in Marketing Management from King Faisal
University, KSA. His research interests include consumer behavior, brand-
ing and culture.
1 Business digitalisation
Corporate identity and reputation
Pantea Foroudi and Maria Teresa Cuomo
Introduction
In the new era of business digitalisation, corporate identity and reputation
have become so relevant and impact our lives. The globalised market has
become increasingly complex due to technological advancements and social
issues they have to take into consideration. At every level of the workforce,
being computer savvy has become crucial to be more competitive. In this
direction, technological advancements are not the only ones challenging
traditional management and organisational theories. Practitioners are also
being challenged to think innovatively about the peer-to-peer economy, arti-
ficial intelligence (AI), Metaverse, and alternative business models based on
sustainability.
Particularly digital technologies, corporate social responsibility and en-
vironmental issues, and the need for more innovation have become part of
the ordinary managerial strategies and agenda. Business is affected by socio-
cultural and socio-political issues at an unprecedented rate, and yet, academic
research is not evolving fast enough to develop the concepts and techniques
needed by practitioners, especially in the field of managerial studies. Digi-
talisation has suddenly become essential for businesses across all industries.
Those undergoing a tech-centric reimagining hope to achieve a new business
model, tap new revenue streams, or find new digital means to improve their
offers, extend their business reach, and outfox their competitors. In this sce-
nario, it is absolutely evident that there is a need to understand how “busi-
ness digitalisation” may affect corporate identity and reputation.
Furthermore, operating in such a dynamic context that cannot be sepa-
rated from terror and fear does not allow managers to focus on the conse-
quences of decisions made at the macro level and take initiatives that will
lead towards sustainability. Therefore, a key question to be answered in
these turbulent times is, how is it possible for corporations to incorporate
the safety, security, and satisfaction of stakeholders in the design of their
business models while they are struggling to achieve sustainable development
goals (SDGs) related to the environment and climate change? Considering
the multidimensionality of technological advancements and sustainability,
DOI: 10.4324/9781003401285-1
2 Pantea Foroudi and Maria Teresa Cuomo
will it be useful for managers to know how to direct their efforts towards
social development issues in the international market?
The challenges managers face in managing social development have not
been addressed in research studies. Scholars and practitioners barely acknowl-
edge the gap that exists. The necessity of understanding how technological
advances and big data analytics contribute to innovation and socio-economic
development becomes a moral obligation for scholars. Despite the growing
popularity of circular sharing economies around the world, we have a limited
understanding of how big data can help firms understand society’s needs,
streamline administrative complexities, and identify new business opportuni-
ties. For organisations and their stakeholders to succeed in maximising the
value of these new opportunities, it is crucial to know how management
practices and organisational strategies, resources, and capabilities can be im-
proved and what role business education plays in this process. There is no
answer to these questions yet.
In this book, different phenomena related to marketing and their digital
transformation will be examined as well as current and future trends. This
book provides academics and practitioners with an opportunity to bring to-
gether related bodies of knowledge to generate new insights by using a mul-
tidisciplinary approach. Using a digital transformation perspective, this book
aims to provide insight into the corporate identity. As a result, it contributes
to the knowledge of organisations and their stakeholders, as well as their
organisational strategies, resources, and capacities in order to maximise the
value of new opportunities (through digital transformation).
Our book, Business Digitalisation: Corporate Identity and Reputation,
aims to address the following objectives:
• This book examines how brands must reach a range of stakeholders.

Throughout this book, we will discuss the many facets of digital trans-
formation. It involves planning, managing, and evaluating campaigns;
conducting research; managing media relations; communicating with
employees; communicating with leadership; and communicating with
customers.
• Corporate branding and theories will be illustrated through examples
from a wide range of industries and firms.
• Readers will be able to gain a better understanding of research studies
from a variety of digital transformation perspectives. Therefore, they will
be able to compare, contrast, and comprehend whether “corporate brand-
ing” in different parts of the world is delivered similarly or otherwise. As a
result, readers will be able to understand better differences and how these
apply to managing corporate digital transformations.
• The aim of this book is to provide readers with knowledge and under-
standing of (i) corporate branding theories and (ii) the importance of
digital transformation in planning and campaign management, as well as
the latest developments in corporate branding and digital transformation.
Business digitalisation: corporate identity and reputation 3
The readers will also be able to (i) develop and manage stakeholder strate-
gies and campaigns; (ii) analyse the complex web of stakeholders corporate
brands must address; and (iii) adapt to the changing needs of stakeholders,
such as employees, the media, and others.
By starting with business digitalisation, corporate identity, stakeholders,

and companies, we can expand on these topics by providing useful insights
on virtual reality, augmented reality, mixed reality, social media networks,
identity, and reputation; and issues management, social networks, ethics,
sustainability, and inclusion in the digital age in agriculture, retailing, hospi-
tality, and tourism. As a result of its combination of theory and practice with
effective case studies, our book is aimed primarily at doctoral, postgraduate,
graduate, and final-year undergraduate students in business and marketing,
but it also appeals to managers and decision-makers from around the globe.
Target Market – A comprehensive study of the relationships between com-
panies, digitalisation, brands, and stakeholders in various areas and regions
of the world is provided in “Business Digitalization: Corporate Identity and
Reputation” for doctoral, postgraduate, graduate, and final-year under-
graduate students of business and marketing. Stakeholder communication
in different geographies can be viewed as an important resource for market-
ing, identity, and brand practitioners seeking more than anecdotal evidence.
Across diverse areas, regions, and sectors, it determines current practices and
research. Readers will find it very interesting to compare and contrast the
brand values across different research methodologies and settings. Compar-
ing and contrasting different markets will stimulate readers’ interest as the
book covers important aspects of companies’ digital transformation, brands,
identities, stakeholders, and reputations. There will be an interesting mix of
theory, primary research findings, and practice that will engender confidence
in students, academics, and practitioners of international branding, identity,
and marketing.
The organisation of Business Digitalization: Corporate Identity and Repu-
tation considers interrelationships between corporate identity and reputation,
stakeholders and digital and innovative technologies with 10 chapters. Our
leading chapter contributed to Jane Hemsley-Brown provided (Chapter 2)
and focused on the links between digital transformation and institutional
brand identity. This chapter covers definitions, concepts, challenges, and
opportunities offered by digital transformation and examines the implica-
tions for higher education institutions’ strategic brand identity. Chapter 3
is contributed by Syed Ali Hayder, Baseer Durrani, and Nazan Colmekcio-
glu. They focused on the growing emergence of social media as a highly
interactive digital platform that has transformed the way that organisations
identify network-based collaborative marketing opportunities. The use of
social media for market penetration and brand awareness is rapidly grow-
ing, especially among ethnic businesses. Regarding the importance of ethnic
business-to-business (B2B) small medium enterprises (SMEs), it is important
4 Pantea Foroudi and Maria Teresa Cuomo
to understand about enhancing their corporate identity and marketing op-

portunities through collaborative use of social networking sites.
Maria Jerez-Jerez in Chapter 4 develops an understanding of the corporate
brand in the digital age, its aspects (future employment, human well-being,
legislation, personal integrity and trust), and its interactions with ethical
challenges. She emphasises on corporate brands as significant in the imple-
mentation of digitalisation, and the benefits of their use can be assessed; the
extent of what corporate brands owe to society can still be explored, as tech-
nological development advances. Chapter 5 is provided by Roberto Chierici,
Alice Mazzucchelli, and Angelo Di Gregorio. This chapter highlights the im-
portance to turn employees into brand ambassadors and to foster their social
media use to make them positively contribute to corporate reputation. Chap-
ter 6 is provided by Farbod Fakhreddin. He delineates how adopted digital
technologies result in enhanced innovation and firm performance outcomes,
casting light on complementary deployment mechanisms that facilitate the
transformation of resources into superior performance outcomes.
Chapter 7 was developed by Fang Li and Brian R. Chabowski. They fo-
cus on customer engagement (CE) in international marketing research, intel-
lectual structure, and research agenda. CE as a research topic has gained
escalating interest in the last decade. However, the field remains fragmented
and without specific direction. Given the importance of globalisation and a
dearth of review studies on CE topics in international marketing research,
the goal of this research is to examine CE research from the international
marketing perspective. Using citation and co-citation analyses, they devel-
oped a spatial representation of the global CE literature via a multidimen-
sional scaling technique. In Chapter 8, Waleed Yousef and Maisam Yousef
investigated different aspects of the notion of innovation ambidexterity; the
conceptualisation of examining this concept in a technological setting re-
mained unclear, as no serious attempts have been made to figure out the core
concept of innovation ambidexterity in a technological context, which is a
critical concept for high-tech firms. Finally, Guido Amendola in Chapter 9
highlights the importance of corporate strategy for customer/company value
in terms of higher performance and competitiveness in the context of digital
transformation.
Mojgan Khorrami, Pantea Foroudi, and Manijeh Haghighi Nasab contrib-
ute to Chapter 10 and examine the nature of personalisation and determine
how personalisation and its dimensions and consequences positively improve
the non-financial performance of the business. Using the theories of tech-
nology acceptance, compliance, response, commitment-trust, and support-
motivation theory, this study develops a model to examine the impact of
personalisation on customer preferences and marketing managers’ strategies.
Finally, in Chapter 11, Vivian Otuekong and Pantea Foroudi focus on eCom-
merce providers and build a conceptual framework demonstrating the fac-
tors that drive these providers in promoting eCommerce for both merchants
and customers.
2 Brand identity and digital
transformation
Challenges and opportunities
in the higher education sector
Jane Hemsley-Brown
Introduction
The focus of this chapter is the links between digital transformation and
institutional brand identity. This chapter covers definitions, concepts, chal-
lenges and opportunities offered by digital transformation and examines the
implications for higher education institutions’ strategic brand identity.
Background
Digital transformation is driving the agenda for connecting all organisations
including higher education institutions and is rapidly changing processes, op-
erations and behaviour (Fitzgerald, Kruschwitz, Bonnet, & Welch, 2014).
Digitalisation and associated connectivity is also leading to a substantial in-
crease in information and data available for organisations to make decisions
(Kretschmer & Khashabi, 2020). Digitalisation has therefore substantially
changed the way universities and colleges interact with all members of their
community, including students and prospective students in addition to em-
ployees and alumni. Higher education institutions can expect to gain similar
benefits to companies where implementing and utilising new connective tech-
nologies can lead to great profitability and competitiveness (Fitzgerald et al.,
2014; Kretschmer & Khashabi, 2020).
Digital transformation is a multifaceted and complex phenomenon
(Kretschmer & Khashabi, 2020), and universities now recognise the need to
transform and revise their organisational models, processes and technologies
to take full advantage of the opportunities digital transformation provides
(Killian & McManus, 2015; Moi & Cabiddu, 2021; Osmundsen, Iden, &
Bygstad, 2018), for example, mobile technologies, social media platforms,
cloud technologies and data analytics are already being exploited by a wide
range of organisations (Morakanyane, Grace, & O’Reilly, 2017) including
universities.
Digital transformation offers new ways of generating data and access-
ing data outputs and leads to revolutionary ways of working and new tasks
which in turn result in familiar practices becoming obsolete (Kretschmer &
DOI: 10.4324/9781003401285-2
6 Jane Hemsley-Brown
Khashabi, 2020). As a result of digital alignment, new ways of working are

emerging (Schuchmann & Seufert, 2015), and students can be engaged digi-
tally at every stage in the student experience journey. For example, the ena-
bling technologies of digital transformation have had a substantial impact
on the marketing and promotion of universities: the processes and tools of
marketing have become predominantly digital (Graesch, Hensel-Börner, &
Henseler, 2021). Digital technology also facilitates the collection and analy-
sis of student-customer data which can support relationship marketing and
more direct forms of communications (Alavi & Habel, 2021) with current
and prospective students. In this way, the merge of mobile technologies with
cloud computing is leading to an explosion of data and facilitates extensive
digitalisation: an environment that facilitates artificial intelligence (AI) and
data analytics for increasing exploitation (Zoltners, Sinha, Sahay, Shastri, &
Lorimer, 2021) by higher education institutions.
Defining digital transformation

Definitions of digital transformation focus on five broad areas: (a) business
processes and models; (b) business improvements; (c) business reorganisa-
tion; (d) a shift towards reliance on information technology (IT); and (e)
dynamic capabilities, including connectivity. First, digital transformation is
defined as transformative in terms of business processes and business mod-
els (Morakanyane et al., 2017; Vial, 2019; Zoltners et al., 2021), including
“practices, and principles that underlie the effective orchestration of digital
innovation” (Nambisan, Lyytinen, Majchrzak, & Song, 2017, p. 224). Digi-
tal transformation is also defined as a significant change in organisational
activities, business processes, and capabilities driven by digital technologies
(Magistretti, Pham, & Dell’Era, 2021) and is conceptualised as the creation of
and subsequent change in what the market offers in addition to business pro-
cesses that are the result of adopting a significant digital technology (Magis-
tretti et al., 2021; Nambisan et al., 2017). Authors also focus on changing of
business models, by claiming that digital transformation is a “realignment of
technology to more effectively engage digital customers at every touchpoint
in the customer experience life cycle” (Schuchmann & Seufert, 2015, p. 31)
and is a business model driven by exploitation of digital technology (Hen-
riette, Feki, & Boughzala, 2015). Vial (2019) further explains that digital
transformation facilitates major business improvements, based on social me-
dia, use of data analytics and embedded devices. Authors argue further that
digital transformation enhances “customer experience and creates new busi-
ness models which facilitate business improvements such as enhancing cus-
tomer experience, streamlining operations or creating new business models”
(Fitzgerald et al., 2014, p. 2). Dehning, Richardson, and Zmud (2003, p. 654)
further confirm that digital transformation is “fundamentally altering tradi-
tional ways of doing business by redefining business capabilities, processes
Brand identity and digital transformation 7
and relationships” (cited by Lucas Jr, Agarwal, Clemons, El Sawy, & Weber,
2013 p. 372).
Second, authors also define digital transformation in terms of business
(re-)organisation arguing that in the longer term, digital innovation which is
central to digital transformation results in significant change to how business
is organised, and this leads to a transformation of not only the organisation
but the whole industry (Osmundsen et al., 2018). Others have also noted that
digital transformation goes beyond more limited reorganisation and can re-
sult in “development of new products, platforms, and services as well as new
customer experiences and other value pathways” (Nambisan et al., 2017,
p. 224), improved performance (Westerman, Bonnet, & McAfee, 2014) and
value (Bharadwaj, El Sawy, Pavlou, & Venkatraman, 2013). Authors (Kole-
kar, Chaudhari, & Patil, 2018, p. 305) also claim that digital transformation
enhances personalisation for customers which is “achieved by using data ef-
fectively and targeting the customers based on the known data”.
Third, the notion of digital transformation relies on the argument that tra-
ditional ways of doing business, business capabilities, processes and relation-
ships are fundamentally changed, and the focus shifts significantly towards
reliance on IT and strategic change in the ways business and marketing tasks
are carried out (Lucas Jr et al., 2013). Digital transformation enables firms to
target and offer services to new customers and new markets and to achieve
considerable competitive advantage (Lucas Jr et al., 2013). However, digital
transformation also demands that firms identify, target and revise their prac-
tices to take advantage of these opportunities (Magistretti et al., 2021). These
changes in practice have potential to impact on the individual, firms and soci-
ety (Lucas Jr et al., 2013). Digital transformation enables firms to target and
offer services to new customers and new markets and to achieve considerable
competitive advantage (Lucas Jr et al., 2013).
Fourth, digital transformation also demands that firms identify, target and
continuously revise their practices to take advantage of these opportunities
(Magistretti et al., 2021), and for this reason, digital transformation is de-
scribed as having dynamic capabilities (Magistretti et al., 2021; Teece, Pis-
ano, & Shuen, 1997). Dynamic capabilities are defined by Teece et al. (1997)
as firms’ capacity to be dynamic when creating and combining resources for
identifying, acting upon and taking full advantage of opportunities in the
context of digital transformation (Magistretti et al., 2021; Teece et al., 1997).
In terms of future developments as part of digital transformation, Kolekar
et al. (2018) speculate that applying machine learning and AI to target cus-
tomers and the development of real-time delivery of the relevant promotion
and advertising are key capabilities organisations can seek to exploit. Further
themes included in definitions of digital transformation include connectiv-
ity (Graesch et al., 2021, p. 140) which is one of four major levers to such
transformation: “new data, automation, digital interaction with customers
and connectivity”.
Stages of digital transformation

Graesch et al. (2021) have identified four stages of digital transformation:
first, the telecommunication stage; second, the data-managed internet mar-
keting stage; third, the user-enabled mobile era; and fourth, the current era
which is described as the intelligent networking stage. Finally, they speculate
of the next era which they tentatively name the autonomous IT era. During
the first stage (1980–1995), telephones (cell phones and mobile phones) were
utilised as the enabling technology; this enables prospective applicant, for
example, to contact a university by phone and gain access to different depart-
ments and individual contacts through bypassing a pre-digital switchboard to
gain direct contact with individuals, for example. This technology, although
limited, was further expanded in stage 2 (1990–2005) to facilitate data-based
marketing for communication with potential and current students, and this
early stage of data collection facilitated development of contact lists and da-
tabases. These data-based approaches were however separate systems and
were not directly linked to other digital functions (e.g. timetabling or virtual
learning environments).
Further development of some online features via university websites also
improved access to services at this time (Graesch et al., 2021). For example,
administrators on help desks had computer access to limited data to facilitate
responses to student and prospective student queries. Throughout the period,
increasing intelligence and information became available as computer data-
bases became linked and available to more academic and administrative staff.
However, linkage and integration between systems was weak.
During the mobile era in the third stage (2000–2015), students were able
to interact with other students, and limited (sometimes restricted) online
communities were developed particularly within online access to module
content – for example, online chat and question and answer (Q&A) boards
became well established. By the end of this stage, the emergence of social
media marketing and online message boards and chats had gained consider-
able popularity and were relied upon for contact between students informally
(often outside the university community in the first instance), but rapidly be-
came popular as part of university marketing and for communication among
students studying on modules.
Authors (Graesch et al., 2021) argue that the current stage 4 includes the
use of new connected data and collaboration together with automated analy-
sis of content as well as a personalisation, although the implementation of
these capabilities is variable in the higher education sector. More important
for researchers and marketers is the forthcoming fifth era which is tenta-
tively predicted in the Graesch et al. (2021) digital transformation model.
They speculate that technology will bring users and computers even closer in
terms of interaction, and that emerging technologies will enable a closer and
more regular and routine human–computer communication. Online classes
and seminars, staff-student tutorials, formal and informal interviews and
relatively large-scale events have already shifted to online mode within only
a short time (largely from necessity), but the capability was already in place
only awaiting a strong incentive for more participants to engage. Microsoft
Teams, for example, provides an integrated communication environment to
facilitate different forms of engagement, communication and sharing. Per-
haps a fifth stage of digital transformation will further facilitate greater in-
tegration between different platforms, networks and databases to achieve a
transformation from which new business models and greater connectivity
will emerge in higher education.
Benefits of digital transformation

Digital transformation can be defined as a disruptive technology, due to the
fundamental and irreversible change in the way purchase, sales and mar-
keting processes now operate (Alavi & Habel, 2021) and bring substantial
benefits to firms and to customers (Darius & Bogdana, 2020). Bower and
Christensen (1995) define disruptive technology in the context of targeting a
new product based on a market that has previously not been served or offer-
ing a simpler, cheaper or more convenient alternative to an existing market.
In terms of higher education, this is truly transformation: access for totally
new markets and cohorts of students due to simpler, cheaper, convenient and
comprehensive access to higher education. However, “disruptive technolo-
gies tend to be used and valued only in new markets or for new applications,
integrating disruptive technology into an existing market is often disastrous”
(Bower & Christensen, 1995, p. 52). Existing students, therefore, might be
highly critical of this transformed sector in higher education, but for new and
emerging digital-savvy markets, it might be welcome.
All types of business regardless of size are making considerable invest-
ments in digital transformation as an investment, to improve infrastructure
and to increase sales (Alavi & Habel, 2021). Digital media further generate
substantial metrics and intelligence through users’ interactivity, and this of-
fers significant new marketing opportunities for organisations (Gillpatrick,
2019). Hess, Matt, Benlian, and Wiesböck (2020) urge firms to be innovative
by driving digital transformation, based upon the clear benefits in terms of
improved operational performance. Digital transformation, however, needs
to be effectively managed to take full advantage of the benefits, such as im-
provements in customer experience and engagement, more effective and ef-
ficient operations and new business opportunities (Fitzgerald et al., 2014).
There are considerable benefits from digital transformation for organisations
such as higher education institutions as well as for customers and users.
From the user perspective, digital capabilities enable consumers to engage
and to buy more efficiently, effectively and flexibly through a variety of access
points: digital, virtual and in-store (Zoltners et al., 2021); this suggests that
future students should be able to engage digitally, virtually and on campus
through a variety of approaches and access opportunities. For organisations,
digital transformation generates and fosters greater capacity and maintains

collaborative relationships, and in this respect, there is potential to engage
with greater numbers of students but at reduced cost: digital transformation
has cost advantages for the organisation and offers more efficient and effec-
tive engagement opportunities, with improved integration across activities
(Cennamo, Dagnino, Di Minin, & Lanzolla, 2020). Further benefits are that
“in the digital world, media content is free of the physical constraints of print
and broadcast, can be copied and shared repeatedly, at little or no cost and
with no loss of quality” disruptive.
Darius and Bogdana (2020) also report that digital transformation results
in larger capacity storage of data at low cost, faster access to information,
lower costs of entering a new market, and quicker market research. They
argue that implementing digital transformation generates a revolution in the
customer journey due to much faster purchasing of products and services and
more sharply targeted marketing campaigns with improved support services
to customers (Darius & Bogdana, 2020). There are also benefits for firms in
terms of company performance and profits, suggesting that business trans-
formation which focuses on digital capabilities will go beyond expectations
as long as firms adhere to clearly defined transformation practices (Bughin,
Deakin, & O’Beirne, 2019). The benefits of digital transformation are clear in
terms of seeking new markets, particularly new markets in terms of younger
and digitally “savvy” markets, and the cost of gaining access to these markets
is lower, substantial and more comprehensive but highly competitive.
Opportunities of digital transformation

Digital transformation has brought about an explosion of content, consumer
networking opportunities and a significant and extensive expansion of news,
media and opportunities for organisations to engage with users (Mulhern,
2009). Alongside these developments, the emergence of decision-making using
algorithms further offers organisations the capability to use software to man-
age a wide range of consumer-focused activities (Vial, 2019). Higher educa-
tion institutions are understandably willing and engaged converts based on the
effectiveness and efficiencies of digital transformation but also due to the ex-
tensive capabilities offered including integration (Killian & McManus, 2015;
Mulhern, 2009); connectivity (Graesch et al., 2021; Mulhern, 2009), build-
ing online communities through interaction with users (Sanz-Blas, Bign‚ &
Buzova, 2019); and richer data which can lead to better informed strategic
planning (Zoltners et al., 2021), efficient sales processes (Mulhern, 2009)
and a wealth of market intelligence (Kolekar et al., 2018; Laporte, Berger-
Remy, & Aimé, 2021) and potential for facilitating AI (Kolekar et al., 2018).
Authors (Cennamo et al., 2020, p. 12) argue that greater opportunities
are created by digital transformation: in addition to “typical within-market
competition from competing products/services”, organisations are advised
to “assess cross-markets competition or platform competition and decide
on which platforms to be present and how to compete” because traditional

competition strategies no longer apply. There are considerable opportunities
through digital transformation of the market, to increase interconnectedness
to increase value creation by treating each market segment as a market in its
own right (Cennamo et al., 2020). For higher education institutions, one of
the substantial benefits of digital transformation is improvement in the man-
agement of multiple markets and stakeholder groups which might include for
example: prospective students, alumni, internal and external stakeholders,
such as prospective employers.
As more digital capabilities are developed and enabled, there are greater
opportunities to interact directly with consumers, and market intelligence of-
fers substantial opportunities for gaining greater understanding of consumers
and competitors (Killian & McManus, 2015; Mulhern, 2009). For example,
an enhanced digital experience can be achieved through providing involve-
ment using a smart phone, laptop, tablets or in-house screens and access
points (Mulhern, 2009). Increasing digital experience also offers faster access
to information, to making a choice and engagement with the organisation
(Cennamo et al., 2020). In higher education institutions, there has been a
rapid development of touch-screen and other access points for the whole
community to use for immediate access to information: for example, campus
maps and building maps, meeting locations, and daily calendars.
Zoltners et al. (2021) emphasise that there are enhanced opportunities
for customer engagement and for developing strategy through pursuing digi-
tal transformation. First, there is substantial intelligence potential from the
collection and analysis of the rich data that can be generated via organiza-
tional routines and information flow and second, data collected through the
planning process can also be accessed for intelligence purposes. Vial (2019,
p. 127) argues that “these technologies can provide insight into new market
opportunities or increase customer proximity” and others suggest that digital
transformation enables further emphasis on “cloud services and AI (artificial
intelligence)” and “for more targeted and frequent decision-making about
customer strategy and engagement” (Zoltners et al., 2021, p. 89).
Challenges of digital transformation

There are a number of recognised challenges to the implementation of digital
transformation that higher education institutions face, and these are recog-
nised in the context of challenges experienced in business sectors. “Digital
transformation efforts rarely fail for technological issues but for companies’
lack of effectively managing the human factor” (Alavi & Habel, 2021, p. 85).
Despite the significant advantages of digital transformation, and the urge
for firms to make these beneficial changes early, organisations can face chal-
lenges in fully implementing digital transformation due to the need to balance
their short-term strategies with their long-term strategies (Cennamo et al.,
2020). Disadvantages of the process of transforming a firm’s business model
indicates that it reduces predictability and increases risk and uncertainty.

Universities can expect to face challenges in retaining consistency of stu-
dent experience and managing strategy in a fast-changing culture (Cennamo
et al., 2020). The reduction in longer term vision, limits to predictability in
the market and the need for urgency or to make a rapid response can also
be challenging for universities as well as companies implementing a digital
transformation strategy (Fitzgerald et al., 2014).
The rapidly changing digital culture has significant and long-term
consequences for strategy, and an institution’s ability to respond to such
transformation has much in common with management of change more
widely. Digital transformation presents challenges regarding uncertainty,
volatility, and an increasingly competitive environment (Cron & Baldauf,
2021; Quinn, Dibb, Simkin, Canhoto, & Analogbei, 2016). In addition to
the challenges of transforming business and institutional vision (Cron &
Baldauf, 2021; Fitzgerald et al., 2014) and strategy (Cennamo et al., 2020;
Quinn et al., 2016), the sector and individual institutions face additional
challenges due to a period of transition (Fitzgerald et al., 2014; Laporte
et al., 2021; Magistretti et al., 2021) and the complexity of the change pro-
cess (Alavi & Habel, 2021; Laporte et al., 2021; Magistretti et al., 2021;
Mulhern, 2009), future investment decisions (Cennamo et al., 2020), per-
sonalisation and data privacy issues (Alavi & Habel, 2021; Kolekar et al.,
2018; Magistretti et al., 2021).
The reduction in longer term vision and the need for urgency can also
be challenging for any organisation implementing a digital transformation
strategy (Fitzgerald et al., 2014), and this can seriously affect “an organiza-
tion’s ability to respond to increasing volatility, uncertainty and speed in their
competitive environment (Cron & Baldauf, 2021, p. 104)” which are key
objectives for success. In particular, making the transition from their exist-
ing business model to a fully implemented digital transformation is highly
complex (Laporte et al., 2021; Vial, 2019); for any organisation, the stages of
transition are very challenging and demand a systematic approach (Mulhern,
2009). Cennamo et al. (2020) observe that transforming a number of pro-
cesses, procedures and ways of doing things simultaneously as part of digital
transformation can result in poor prioritisation, lack of ownership and denial
of responsibility.
Further challenges as a result of transitioning to a digital organisation are
highlighted by Fitzgerald et al. (2014) who draw attention to the challenges
of lack of funding for the complexity of the task, the limitations of existing
IT systems, necessary changes in roles and responsibilities of existing staff,
a culture that is resistant to change, older and out of data existing systems
and poor leadership of the transformation. The challenges can also be cou-
pled with a lack of understanding about the timescales and inertia about
change (Fitzgerald et al., 2014). For universities, where individual faculties
and departments embrace change with varied enthusiasm and speed, this is a
significant challenge. The size of faculties and departments, the nature of the
discipline, the size of student cohorts and other factors can impede or hamper
transformation. For example, a business school with cohorts of 400 students
(some of whom study from a distance) might embrace digital transformation
ahead of a department with small cohorts studying a subject that requires
face-to-face study, e.g., in laboratories or drama studios.
Mulhern (2009, p. 93) provides examples of further challenges based
on the “a disconnect that frequently occurs between consumer insight re-
search and the planning process” and lack of integration across tasks, par-
ticularly, for example, where marketing communications activities are not
fully integrated. Laporte et al. (2021) identify three paradoxes as a result
of their empirical qualitative research on the implementation stages of digi-
tal transformation. These are set out as follows: first, a learning paradox,
which they observed as a combination of traditional and digital marketing
skills in operation during transition; second, an organising paradox, which
they indicate is both an expertise approach combined with an holistic view
of the transformation; and finally, they identify a performance paradox,
which they explain is a simultaneous focus on a customer-centric view and
a brand-centric view.
There are further challenges identified: first, investment issues – a large
investment in terms of commitment and finance as well as time is required
in order to introduce novel innovative approaches to customer engagement
(Cennamo et al., 2020); second, there is considerable pressure for organisa-
tions to be more competitive and to be innovative in the competitive strategies
adopted following digital transformation (Magistretti et al., 2021). Third,
firms also need to develop more flexible responses to challenges which authors
claim “involves a balance of top-down and bottom-up involvement” (Cron &
Baldauf, 2021, p. 104). Fourth, Vial (2019, p. 137) warns that “regulatory
frameworks and institutional pressures may prove insufficient to gain a deep
understanding of the challenges firms face in a digital world”. Fifth, further
challenges that higher education institutions may experience are the limited
availability of technical skills and experience required to capitalise on emer-
gent and new technologies (AlSharji, Ahmad, & Bakar, 2018; Stephens &
McLaughlin, 2020) which could further impede digital transformation.
Many of these challenges raise issues regarding the current and future
brand identity of organisations, including universities, as they embrace digital
transformation. Authors (Kolekar et al., 2018) have identified issues related
to the inevitable change in brand identity of an organisation, particularly
when connections are increased to incorporate platforms including websites,
blogs and phone apps and social media applications such as Facebook, Twit-
ter, Google+, (Farhat, Aslam, & Mokhtar, 2021; Rutter, Roper, & Lettice,
2016), WeChat and Weibo (Zhu, 2019). Such platforms and applications
have enabled organisations to reach substantial and international audiences
by offering interactive and engaging university course information, in addi-
tion to welcoming “comments from the posts from users as well as facilitat-
ing replies to those comments by the host account” (Zhu, 2019, p. 178).
At every stage of digital transformation, the requirement to uphold exist-

ing brand identity and managing change of identity places constraints on
firms (Magistretti et al., 2021) and increases the complexity of the task of
implementing and managing digital transformation and customer engage-
ment (Mulhern, 2009).
Identity, brand identity and corporate identity

Brand identity is critical for driving digital engagement (Farhat et al., 2021).
All organisations including universities and colleges have an identity, which
encompasses the aims, ethos and values that comprise their uniqueness and
serves to provide differentiation in a competitive marketplace (van Riel &
Balmer, 1997). “Identity is reflected in shared values, beliefs, and mission”
(Simöes, Dibb, & Fisk, 2005, p. 158). Kapferer and Bastien (2012) further
claim that identity for prestige brands (e.g. high ranked universities) is an ex-
pression of both the tangible and the intangible elements of the brand which
derive from the brand’s origins, heritage and uniqueness. In this respect, iden-
tity is a multidimensional concept and incorporates culture, behaviour and
forms of interaction and engagement with customers and other organisa-
tions (Melewar, 2003). An examination of definitions of identity supports the
claim that “the conceptualisation of identity escapes any singular definition
(Lowrie, 2007)”: authors seeking definitions have focused on concepts of (a)
visual identity, (b) brand identity and (c) corporate identity.
Early research on identity in relation to universities and other organisa-
tions focuses specifically on the visual identity presented by an organisation
in corporate documents and marketing communications. For many organi-
sations in the past, the meaning of identity referred specifically to the visual
identity in the form of logos, typefaces, colour schemes and symbols, rather
than to the identity of the organisation itself (Topalian & Han, 1984). How-
ever, identity incorporates both the visual presentation, the verbal presenta-
tion, the market positioning and the competitive and strategic differentiation
of the organisation (Melewar, 2003). This view is supported by Kapferer
(1994, p. 35) who argues that the “identity of a brand needs to be three di-
mensional and go beyond mere visual identity and should focus on meaning,
intention and image and is therefore based on individuality, unique goals,
consistence, values and vision for the brand”.
A number of authors (e.g. Foroudi, Dinnie, Kitchen, Melewar, & Foroudi,
2017; Palmer, Koenig-Lewis, & Asaad, 2016; Robson, Roy, Chapleo, &
Yang, 2019), however, specifically focus on the concept of “brand iden-
tity”. Brand identity has been referred to as the brand’s unique finger-
print (Simöes et al., 2005): a set of brand associations a firm intends to
establish in consumers’ mind and “is conveyed through contact points be-
tween a firm and its customers, for instance through the company website”
(Orazi, Spry, Theilacker, & Vredenburg, 2017, p. 552). However, there are
Another random document with
no related content on Scribd:
JERUSALEM
(Ancient)
Copyright Cambridge University Press.

The Cambridge University
Press
THE CAMBRIDGE BIBLE FOR SCHOOLS AND COLLEGES
General Editors:
A. F. Kirkpatrick, D.D., Dean of Ely
R. St John Parry, D.D., Fellow of Trinity College
With Introductions, Notes and Maps. Cloth. Extra fcap. 8vo.
An Introduction to the Pentateuch. By the Rev. A. T.

Chapman, M.A. 3s. 6d. net.
The Book of Genesis. In the Revised Version. Edited by

Herbert E. Ryle, D.D. With 2 Maps and 5 Plates. 4s. 6d. net.
The Book of Leviticus. In the Revised Version. Edited by A. T.

Chapman, M.A., and A. W. Streane, D.D. 3s. net.
The Book of Exodus. In the Revised Version. Edited by the

Rev. S. R. Driver, D.D. With 11 Illustrations and 4 Maps. 3s. 6d.
net.
The Book of Numbers. In the Revised Version. Edited by the

Rev. A. H. MᶜNeile, D.D. With 2 Maps. 2s. 6d. net.
The Book of Joshua. Edited by the Rev. G. F. Maclear, D.D.
With 2 Maps, 2s. net.
The Book of Judges. Edited by the Rev. J. J. Lias, M.A. With

Map. 2s. net.
The Book of Judges. In the Revised Version. Edited by the

Rev. G. A. Cooke, D.D. With Map. 2s. net.
The Book of Ruth. In the Revised Version. Edited by the Rev.

G. A. Cooke, D.D. 1s. net.
The Books of Judges and Ruth. In the Revised Version. As

above, in one volume, 2s. 6d. net.
The First Book of Samuel. Edited by the Very Rev. A. F.

Kirkpatrick, D.D. With Map. 2s. net.
The Second Book of Samuel. Edited by the Very Rev. A. F.

Kirkpatrick, D.D. With 2 Maps. 2s. net.
The First Book of the Kings. In the Authorised Version.

Edited by the Rev. J. R. Lumby, D.D. With 3 Maps. 2s. net.
The Second Book of the Kings. In the Authorised Version.

Edited by the Rev. J. R. Lumby, D.D. With 3 Maps. 2s. net.
The First and Second Books of the Kings. In the

Authorised Version. Edited by the Rev. J. R. Lumby, D.D. In one
vol. With 5 Maps. 3s. 6d. net.
The First Book of the Kings. In the Revised Version. Edited

by the Rev. W. E. Barnes, D.D. With Map. 2s. net.
The Second Book of the Kings. In the Revised Version.
Edited by the Rev. W. E. Barnes, D.D. With 2 Maps. 2s. net.
The First and Second Books of the Kings. In the Revised

Version. Edited by the Rev. W. E. Barnes, D.D. In one vol. With
2 Maps. 3s. 6d. net.
The First and Second Books of Chronicles. Edited by

the Rev. W. E. Barnes, D.D. With 2 Maps. 2s. 6d. net.
The Books of Ezra and Nehemiah. Edited by the Right

Rev. H. E. Ryle, D.D. With 3 Maps. 3s. net.
The Book of Esther. In the Revised Version. Edited by the Rev.

A. W. Streane, D.D. 1s. 6d. net.
The Book of Job. Edited by the Rev. A. B. Davidson, LL.D.,

D.D. 3s. net.
The Psalms. Edited by the Very Rev. A. F. Kirkpatrick, D.D.

Book I. 1‒41. 2s. net.
Books II. and III. 42‒89. 2s. net.
Books IV. and V. 90‒150. 2s. net.
The Book of Proverbs. Edited by the Venerable T. T.
Perowne, B.D. 2s. net.
Ecclesiastes; or, the Preacher. Edited by the Very Rev. E. H.

Plumptre, D.D. 3s. net.
The Song of Solomon. Edited by the Rev. Andrew Harper,
D.D., Edinburgh. 1s. 6d. net.
Isaiah. Volume I. Chapters i‒xxxix. Edited by the Rev. J.

Skinner, D.D. With Map. 2s. 6d. net.
Isaiah. Volume II. Chapters xl‒lxvi. Edited by the Rev. J.

Skinner, D.D. 2s. 6d. net.
The Book of Jeremiah together with the

Lamentations. In the Revised Version. Edited by the Rev.
A. W. Streane, D.D. With Map. 3s. net.
The Book of Ezekiel. Edited by the Rev. A. B. Davidson, D.D.

3s. net.
The Book of Daniel. Edited by the Rev. S. R. Driver, D.D.

With Illustrations, 2s. 6d. net.
Hosea. Edited by the Rev. T. K. Cheyne, M.A., D.D. 1s. 6d. net.
The Books of Joel and Amos. By the Rev. S. R. Driver,
D.D. Adapted to the text of the Revised Version, with a few
supplementary notes, by the Rev. H. C. O. Lanchester, M.A.
With Illustrations. 2s. 6d. net.
Obadiah and Jonah. Edited by the Venerable T. T. Perowne,

B.D. 1s. 6d. net.
Micah. Edited by the Rev. T. K. Cheyne, M.A., D.D. 1s. net.

Nahum, Habakkuk and Zephaniah. Edited by the Rev.
A. B. Davidson, LL.D., D.D. 1s. 6d. net.
Haggai, Zechariah and Malachi. Edited by the Venerable
T. T. Perowne, B.D. 2s. net.
The New Testament complete
The Gospel according to St Matthew. Edited by the Rev.

A. Carr, M.A. With 2 Maps. 2s. net.
The Gospel according to St Mark. Edited by the Rev. A.

Plummer, D.D. With 4 Maps. 2s. net.
The Gospel according to St Luke. Edited by the Very Rev.

F. W. Farrar, D.D. With 4 Maps. 3s. net.
The Gospel according to St John. Edited by the Rev. A.

Plummer, D.D. With 4 Maps. 3s. net.
The Acts of the Apostles. Edited by the Rev. J. Rawson

Lumby, D.D. With 4 Maps. 3s. net.
The Epistle to the Romans. Edited by the Right Rev. H. C. G.

Moule, D.D. With Map. 2s. 6d. net.
The First Epistle to the Corinthians. Edited by the Rev.

J. J. Lias, M.A. With 2 Maps. 1s. 6d. net.
The Second Epistle to the Corinthians. Edited by the Rev.

A. Plummer, D.D. 1s. 6d. net.
The Epistle to the Galatians. Edited by the Rev. A. Lukyn

Williams, B.D. 1s. 6d. net.
The Epistle to the Ephesians. Edited by the Right Rev.

H. C. G. Moule, D.D. 1s. 6d. net.
The Epistle to the Philippians. Edited by the Right Rev.
The Epistles to the Colossians and Philemon. Edited by

the Right Rev. H. C. G. Moule, D.D. 1s. 6d. net.
The Epistles to the Thessalonians. Edited by the Rev.

G. G. Findlay, D.D. With Map. 1s. 6d. net.
The Epistles to Timothy and Titus. Edited by the Rev. A. E.

Humphreys, M.A. With Map. 2s. net.
The Epistle to the Hebrews. Edited by the Very Rev. F. W.

Farrar, D.D. 2s. 6d. net.
The Epistle of St James. Edited by the Very Rev. E. H.

Plumptre, D.D. 1s. net.
The Epistles of St Peter and St Jude. Edited by the Very

Rev. E. H. Plumptre, D.D. 2s. net.
The Epistles of St John. Edited by the Rev. A. Plummer, D.D.

2s. net.
The Revelation of St John the Divine. Edited by the Rev.

William Henry Simcox, M.A. 2s. net.
The Book of Psalms. With Introduction and Notes by the Very

Rev. A. F. Kirkpatrick, D.D. Crown 8vo, cloth, gilt top. 6s. net.
The edition of the Psalms prepared by Dr Kirkpatrick for the

“Cambridge Bible for Schools” having been completed and
published in three volumes, the whole work is now also published
in a single volume. The page is larger than in the separate
volumes, and, a thinner paper being used, this edition will be
found convenient in size, and it is thought that many readers will
prefer it to the separate volumes.
The Wisdom of Solomon. In the Revised Version. Edited by

the Rev. J. A. F. Gregg, M.A. 2s. 6d. net.
The Wisdom of Jesus the Son of Sirach or

Ecclesiasticus. In the Revised Version. Edited by the Rev.
W. O. E. Oesterley, D.D. 6s. net.
The First Book of Maccabees. In the Revised Version. By

the Rev. W. Fairweather, M.A. and J. Sutherland Black,
LL.D. With Map and Illustrations. 2s. 6d. net.
In preparation (completing the series of the books of the Old

and New Testaments)
Deuteronomy. Edited by the Rev. G. Adam Smith, D.D.,

Professor of Old Testament Language, Literature and Theology,
United Free Church College, Glasgow.
THE REVISED VERSION FOR SCHOOLS

Edited with Introductions, Notes and Maps.
Fcap. 8vo. 1s. 6d.. net each.
The Book of Judges. Edited by the Rev. H. C. O. Lanchester,

M.A.
The Book of Joshua. Edited by the Rev. P. J. Boyer, M.A.

The First Book of Samuel. Edited by the Rev. W. O. E.
Oesterley, D.D.
The Second Book of Samuel. Edited by the Rev. R. O.

Hutchinson, M.A.
The First Book of the Kings. Edited by the Rev. H. C. O.

Lanchester, M.A.
The Second Book of Kings. Edited by the Rev. G. H. Box,

M.A.
Isaiah I‒XXXIX. Edited by the Rev. C. H. Thomson, M.A., and

the Rev. John Skinner, D.D.
Isaiah XL‒LXVI. Edited by the Rev. W. A. L. Elmslie, M.A., and

the Rev. John Skinner, D.D.
St Matthew. Edited by the Rev. A. Carr, M.A.

St Mark. Edited by Sir A. F. Hort, Bart., M.A., and Mary Dyson
Hort (Mrs George Chitty).
St Luke. Edited by the Rev. E. Wilton South, M.A.

St John. Edited by the Rev. A. Carr, M.A.
The Acts of the Apostles. Edited by the Rt Rev. C. West-
Watson, D.D.
The First and Second Epistles to the Corinthians.

Edited by the Rev. S. C. Carpenter, M.A.
The Epistle to the Galatians and the Epistle to the
Romans. Edited by the Rev. H. W. Fulford, M.A.
The Epistles to the Ephesians, Philippians,
Colossians, and to Philemon. Edited by the Rev. W. K.
Lowther Clarke, M.A.
The Epistles to the Thessalonians, Timothy and

Titus. Edited by the Rev. H. W. Fulford, M.A.
The General Epistle of James and the Epistle to the
Hebrews. Edited by the Rev. A. Carr, M.A.
The Epistles of Peter, John and Jude. Edited by the Rev.
Claude M. Blagden, M.A.
The Revelation of St John the Divine. Edited by the Rt

Rev. G. H. S. Walpole.
THE SMALLER CAMBRIDGE BIBLE FOR

SCHOOLS
Revised and enlarged edition

With Introductions, Notes and Maps. 1s. net each.
The Book of Joshua. Edited by J. Sutherland Black, LL.D.

The Book of Judges. Edited by J. Sutherland Black, LL.D.
And The Book of Ruth. Edited by the Rev. A. W. Streane,
D.D. In one volume.
The First Book of Samuel. Edited by the Very Rev. A. F.
Kirkpatrick, D.D.
The Second Book of Samuel. Edited by the Very Rev. A. F.

Kirkpatrick, D.D.
The First Book of the Kings. Edited by the Rev. T. H.

Hennessy, M.A.
The Second Book of the Kings. Edited by the Rev. T. H.

Hennessy, M.A.
The Books of Ezra and Nehemiah. Edited by the Right

Rev. Herbert Edward Ryle, D.D.
The Book of Proverbs. Edited by the Rev. J. R. Coates, B.A.

The Books of Joel and Amos. Edited by the Rev. J. C. H.
How, M.A.

A. Carr, M.A.
The Gospel according to St Mark. Edited by the Rev. G. F.

Maclear, D.D.

F. W. Farrar, D.D.

Plummer, D.D.
The Acts of the Apostles. Edited by the Rev. H. C. O.

Lanchester, M.A.
The Gospel according to St Mark. The Greek Text. Edited
with Introduction and Notes for Beginners by Sir A. F. Hort,
Bart., M.A. With 2 Maps. 2s. 6d. net.
The Gospel according to St Luke. The Greek Text. Edited

with Introduction and Notes for Beginners by the Rev. W. F.
Burnside, M.A. With 2 Maps. 3s. net.
In preparation, uniform with the above.
The Acts of the Apostles, in Greek for beginners.

THE CAMBRIDGE GREEK TESTAMENT FOR SCHOOLS AND
COLLEGES
General Editor: R. St John Parry, D.D.
With Introductions, Notes and Maps. Extra fcap. 8vo, cloth

Arthur Carr, M.A. 3s. 6d. net.
The Gospel according to St Mark. Edited by the Rev. A.

Plummer, D.D. 4s. 6d. net.

F. W. Farrar, D.D. 4s. 6d. net.

Plummer, D.D. 4s. 6d. net.
The Acts of the Apostles. Edited by the Rev. J. R. Lumby,

D.D. 4s. 6d. net.
The Epistle to the Romans. Edited by R. St J. Parry, D.D.
3s. 6d. net.
The First Epistle to the Corinthians. Edited by the Rev.

J. J. Lias, M.A. 2s. 6d. net.
The Second Epistle to the Corinthians. Edited by the Rev.

A. Plummer, D.D. 2s. 6d. net.
The Epistle to the Galatians. Edited by the Rev. A. Lukyn

Williams, B.D. 2s. 6d. net.
The Epistle to the Ephesians. Edited by the Rev. J. O. F.

Murray, D.D. 3s. 6d. net.
The Epistle to the Philippians. Edited by the Right Rev.

The Epistles to the Colossians and Philemon. Edited by

the Rev. A. Lukyn Williams, B.D. 2s. 6d. net.
The Epistles to the Thessalonians. Edited by the Rev.

George G. Findlay, D.D. 2s. 6d. net.
The Pastoral Epistles. Edited by the Very Rev. J. H. Bernard,

D.D. 3s. net.
The Epistle to the Hebrews. Edited by the Very Rev. F. W.

Farrar, D.D. 3s. net.
The General Epistle of St James. Edited by the Rev.

Arthur Carr, M.A. 2s. 6d. net.
The First Epistle General of St Peter. Edited by the Very
Rev. G. W. Blenkin, M.A. 3s. 6d. net.
The Second Epistle General of St Peter and the

General Epistle of St Jude. Edited by M. R. James, Litt.D.
2s. 6d. net.
The Epistles of St John. Edited by the Rev. A. Plummer, D.D.

3s. 6d. net.
The Revelation of St John the Divine. Edited by the late

Rev. William Henry Simcox, M.A. Revised by G. A. Simcox,
M.A. 4s. 6d. net.
The Cambridge Companion to the Bible. Containing the

Structure, Growth, and Preservation of the Bible, Introductions to
the several Books, with Summaries of Contents, History and
Chronology, Antiquities, Natural History, Glossary of Bible Words,
Index of Proper Names, Index of Subjects, Concordance, Maps,
and Index of Places.
Pearl Type, 16mo. from 1s. net; Ruby Type, 8vo. from 2s. 6d.;
Nonpareil Type, 8vo. from 3s. 6d.; Long Primer Type, 8vo. 5s., or
without Concordance, 4s. 6d.
A Concise Bible Dictionary, based on the Cambridge

Companion to the Bible, and containing a Bible Atlas consisting
of 8 maps, and a complete Index.
Crown 8vo. 1s. net. (Post free, 1s. 3d.)
The Concise Bible Dictionary is based upon the Cambridge

Companion to the Bible, the principal materials, which in the
Companion are presented as a number of articles, written by
different scholars, being rearranged in the form of a brief
dictionary.
The History of the English Bible. By John Brown, D.D.
Royal 16mo. With 10 plates. 1s. net in cloth, 2s. 6d. net in
lambskin.
The Bible of To-Day. By the Rev. Alban Blakiston, M.A.

Demy 8vo. 3s. net.
A Short History of the Hebrews to the Roman Period.

By R. L. Ottley, D.D. Crown 8vo. With seven maps. 5s.
The Religion of Israel. A Historical Sketch. By R. L. Ottley,

D.D. Second edition. Crown 8vo. 4s.
A Short Syntax of New Testament Greek. Second

Edition. By the Rev. H. P. V. Nunn, M.A. Crown 8vo. 2s. 6d. net.
The Elements of New Testament Greek. By the same

author. 3s. net. Key. 2s. net.
Scripture Teaching in Secondary Schools. Papers read

at a Conference held in Cambridge 10‒13 April, 1912. First Year.
Edited by N. P. Wood, M.A., B.D. With a Preface by F. C.
Burkitt, M.A., F.B.A. Crown 8vo. 1s. 6d. net.
Scripture Teaching in Secondary Schools. A Report of a

Conference held at Oxford 22‒23 April, 1913. Second Year.
Edited by H. Cradock-Watson, M.A. Crown 8vo. 1s. 6d. net.
CAMBRIDGE UNIVERSITY PRESS

C. F. CLAY, Manager
LONDON: FETTER LANE, E.C.
Edinburgh: 100, Princes Street
*** END OF THE PROJECT GUTENBERG EBOOK THE BOOKS
OF CHRONICLES ***
Updated editions will replace the previous one—the old editions

will be renamed.
Creating the works from print editions not protected by U.S.

copyright law means that no one owns a United States copyright
in these works, so the Foundation (and you!) can copy and
distribute it in the United States without permission and without
paying copyright royalties. Special rules, set forth in the General
Terms of Use part of this license, apply to copying and
distributing Project Gutenberg™ electronic works to protect the
PROJECT GUTENBERG™ concept and trademark. Project
Gutenberg is a registered trademark, and may not be used if
you charge for an eBook, except by following the terms of the
trademark license, including paying royalties for use of the
Project Gutenberg trademark. If you do not charge anything for
copies of this eBook, complying with the trademark license is
very easy. You may use this eBook for nearly any purpose such
as creation of derivative works, reports, performances and
research. Project Gutenberg eBooks may be modified and
printed and given away—you may do practically ANYTHING in
the United States with eBooks not protected by U.S. copyright
law. Redistribution is subject to the trademark license, especially
commercial redistribution.
START: FULL LICENSE

THE FULL PROJECT GUTENBERG LICENSE
PLEASE READ THIS BEFORE YOU DISTRIBUTE OR USE THIS WORK
To protect the Project Gutenberg™ mission of promoting the

free distribution of electronic works, by using or distributing this
work (or any other work associated in any way with the phrase
“Project Gutenberg”), you agree to comply with all the terms of
the Full Project Gutenberg™ License available with this file or
online at www.gutenberg.org/license.
Section 1. General Terms of Use and

Redistributing Project Gutenberg™
electronic works
1.A. By reading or using any part of this Project Gutenberg™
electronic work, you indicate that you have read, understand,
agree to and accept all the terms of this license and intellectual
property (trademark/copyright) agreement. If you do not agree to
abide by all the terms of this agreement, you must cease using
and return or destroy all copies of Project Gutenberg™
electronic works in your possession. If you paid a fee for
obtaining a copy of or access to a Project Gutenberg™
electronic work and you do not agree to be bound by the terms
of this agreement, you may obtain a refund from the person or
entity to whom you paid the fee as set forth in paragraph 1.E.8.
1.B. “Project Gutenberg” is a registered trademark. It may only

be used on or associated in any way with an electronic work by
people who agree to be bound by the terms of this agreement.
There are a few things that you can do with most Project
Gutenberg™ electronic works even without complying with the
full terms of this agreement. See paragraph 1.C below. There
are a lot of things you can do with Project Gutenberg™
electronic works if you follow the terms of this agreement and
help preserve free future access to Project Gutenberg™
electronic works. See paragraph 1.E below.
1.C. The Project Gutenberg Literary Archive Foundation (“the
Foundation” or PGLAF), owns a compilation copyright in the
collection of Project Gutenberg™ electronic works. Nearly all the
individual works in the collection are in the public domain in the
United States. If an individual work is unprotected by copyright
law in the United States and you are located in the United
States, we do not claim a right to prevent you from copying,
distributing, performing, displaying or creating derivative works
based on the work as long as all references to Project
Gutenberg are removed. Of course, we hope that you will
support the Project Gutenberg™ mission of promoting free
access to electronic works by freely sharing Project
Gutenberg™ works in compliance with the terms of this
agreement for keeping the Project Gutenberg™ name
associated with the work. You can easily comply with the terms
of this agreement by keeping this work in the same format with
its attached full Project Gutenberg™ License when you share it
without charge with others.
1.D. The copyright laws of the place where you are located also
govern what you can do with this work. Copyright laws in most
countries are in a constant state of change. If you are outside
the United States, check the laws of your country in addition to
the terms of this agreement before downloading, copying,
displaying, performing, distributing or creating derivative works
based on this work or any other Project Gutenberg™ work. The
Foundation makes no representations concerning the copyright
status of any work in any country other than the United States.
1.E. Unless you have removed all references to Project

Gutenberg:
1.E.1. The following sentence, with active links to, or other

immediate access to, the full Project Gutenberg™ License must
appear prominently whenever any copy of a Project
Gutenberg™ work (any work on which the phrase “Project
Gutenberg” appears, or with which the phrase “Project
Gutenberg” is associated) is accessed, displayed, performed,
viewed, copied or distributed:
This eBook is for the use of anyone anywhere in the United

States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it
away or re-use it under the terms of the Project Gutenberg
License included with this eBook or online at
www.gutenberg.org. If you are not located in the United
States, you will have to check the laws of the country where
you are located before using this eBook.
1.E.2. If an individual Project Gutenberg™ electronic work is

derived from texts not protected by U.S. copyright law (does not
contain a notice indicating that it is posted with permission of the
copyright holder), the work can be copied and distributed to
anyone in the United States without paying any fees or charges.
If you are redistributing or providing access to a work with the
phrase “Project Gutenberg” associated with or appearing on the
work, you must comply either with the requirements of
paragraphs 1.E.1 through 1.E.7 or obtain permission for the use
of the work and the Project Gutenberg™ trademark as set forth
in paragraphs 1.E.8 or 1.E.9.
1.E.3. If an individual Project Gutenberg™ electronic work is

posted with the permission of the copyright holder, your use and
distribution must comply with both paragraphs 1.E.1 through
1.E.7 and any additional terms imposed by the copyright holder.
Additional terms will be linked to the Project Gutenberg™
License for all works posted with the permission of the copyright
holder found at the beginning of this work.
1.E.4. Do not unlink or detach or remove the full Project

Gutenberg™ License terms from this work, or any files
containing a part of this work or any other work associated with
Project Gutenberg™.

Full Chapter Business Digitalization Corporate Identity and Reputation 1St Edition Pantea Foroudi PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Full Chapter Business Digitalization Corporate Identity and Reputation 1St Edition Pantea Foroudi PDF

Uploaded by

Copyright:

Available Formats

Business Digitalization : Corporate

Identity and Reputation 1st Edition

The Corporate Reputation of Multinational Corporations

The Reputable Firm: How Digitalization of Communication

Debussy’s legacy and the construction of reputation 1st

Corporate Risk Management for International Business

Human Resource Management and Digitalization 1st

Digitalization in Construction 1st Edition Angenette

Analytical Corporate Finance (Springer Texts in

Reputation strategy and analytics in a hyper connected

“Tackling a topic such as digital transformation is not easy in an epoch when

Technological advances, alongside increasing globalization and growing

Pantea Foroudi is a business manager and solution architect at Foroudi

Maria Teresa Cuomo is a professor of Business Economics at the University

29 Religion and Consumer Behaviour

30 Corporate Social Responsibility and Marketing Ethics

31 Ethnic Hospitality Marketing

32 Branded Content and Entertainment in Advertising

33 Digital Transformation and Corporate Branding

For more information about this series, please visit: www.routledge.

To my adorable mum, and to the most “creative thinker”

1 Business digitalisation: corporate identity and reputation 1

2 Brand identity and digital transformation: challenges and

3 Religion, social media networks and marketing

4 Employees’ social media presence: future directions for

5 How digital technology adoption results in improved

6 Customer engagement in international marketing research:

7 An overview of the influence of technology on homogeneous

8 Digital strategy and business performance 110

9 Personalisation: the construct and its dimensions 126

10 The influence of eCommerce providers in promoting

Guido Amendola, in Snam since December 2018, is Senior Vice President

different industries. Her academic articles have appeared in the Journal of

Alice Mazzucchelli, PhD, is Assistant Professor of Marketing and Manage-

Pantea Foroudi and Maria Teresa Cuomo

• This book examines how brands must reach a range of stakeholders.

By starting with business digitalisation, corporate identity, stakeholders,

to understand about enhancing their corporate identity and marketing op-

Khashabi, 2020). As a result of digital alignment, new ways of working are

Defining digital transformation

Stages of digital transformation

Benefits of digital transformation

digital transformation generates and fosters greater capacity and maintains

Opportunities of digital transformation

on which platforms to be present and how to compete” because traditional

Challenges of digital transformation

indicates that it reduces predictability and increases risk and uncertainty.

At every stage of digital transformation, the requirement to uphold exist-

Identity, brand identity and corporate identity

Copyright Cambridge University Press.

A. F. Kirkpatrick, D.D., Dean of Ely

R. St John Parry, D.D., Fellow of Trinity College

With Introductions, Notes and Maps. Cloth. Extra fcap. 8vo.

An Introduction to the Pentateuch. By the Rev. A. T.

The Book of Genesis. In the Revised Version. Edited by

The Book of Leviticus. In the Revised Version. Edited by A. T.

The Book of Exodus. In the Revised Version. Edited by the

The Book of Numbers. In the Revised Version. Edited by the

The Book of Judges. Edited by the Rev. J. J. Lias, M.A. With

The Book of Judges. In the Revised Version. Edited by the

The Book of Ruth. In the Revised Version. Edited by the Rev.

The Books of Judges and Ruth. In the Revised Version. As

The First Book of Samuel. Edited by the Very Rev. A. F.

1 Business digitalisation: corporate identity and reputation 1

8 Digital strategy and business performance 110

9 Personalisation: the construct and its dimensions 126