A qualitative research on agile branding: Conceptualization and evaluation from a dynamic capabilities perspective in the start-up context
- Autores: Michaela Poehlmann
- Directores de la Tesis: Carmen Jambrino Maldonado (dir. tes.), Carlos de las Heras Pedrosa (dir. tes.)
- Lectura: En la Universidad de Málaga ( España ) en 2025
- Idioma: inglés
- Tribunal Calificador de la Tesis: Jairo Lugo-Ocando (presid.), Patricia Sánchez Iglesias (secret.), Gloria Jiménez Marín (voc.)
- Programa de doctorado: Programa de Doctorado en Comunicación por la Universidad de Cádiz; la Universidad de Huelva; la Universidad de Málaga y la Universidad de Sevilla
- Materias:
- Enlaces
- Resumen
The years during the global pandemic of COVID-19 have demonstrated the extent to which the contemporary world is characterized by volatility, uncertainty, complexity and ambiguity (VUCA) (Baran & Woznyj, 2021; Eilers et al., 2022; Ferreira & Coelho, 2020; Schoemaker et al., 2018).
Numerous studies show that agility has a positive impact on business performance (Hobbs & Petit, 2017; Roberts & Grover, 2012; Vrontis et al., 2023). This finding aligns with the prevailing consensus in the management consulting literature, which posits that agility has emerged as a pivotal capability for numerous enterprises that have demonstrated resilience in the face of the challenges posed by the COVID-19 crisis (Chong et al., 2020).
In recent research, several scholars have indicated that conventional brand building and management processes and strategies are inadequate in their ability to respond swiftly to the evolving dynamics of the contemporary environment, and are therefore unable to effectively manage a brand in the present-day context (Baumgarth, 2020; Keller & Richey, 2006; Swaminathan et al., 2020; Toniatti et al., 2023). According to extant literature, contemporary brand management demands a more adaptable and proactive approach to swiftly address the rapidly evolving demands of a dynamic global landscape (Baran & Woznyj, 2021; Eilers et al., 2022; Golant, 2012; Iyer, Davari, Srivastava, et al., 2021; Peterson, 2019; Rego et al., 2022; Swaminathan et al., 2020). Eilers et al. (2022) posit that a novel approach to brand management is required and put forward an agile mindset as a potential solution.
Toniatti et al. (2023) observe that agility is also critical for brands to remain relevant and resilient in today's business landscape. Keller and Richey (2006) conclude that agility and collaboration are among the most crucial brand personality characteristics for success in the 21st century. Rego et al. (2022) argue that agile and resilient brands are better able to withstand turbulent times, recover and reinvent themselves. Adopting an agile approach enables companies to respond effectively to the needs of consumers, thereby maintaining a competitive advantage and ensuring a strong brand presence in a continually evolving marketplace (Keller & Richey, 2006). The necessity and mounting interest in agility in the context of branding is evident in the extant academic literature. Agile branding (AB) has been identified by numerous scholars as one of the most significant trends in the field of postpandemic brand management (Baumgarth, 2020; Toniatti et al., 2023). Consequently, innovative approaches to brand management are emerging, and traditional branding principles are being challenged (Toniatti et al., 2023).
A comprehensive review of the prevailing literature revealed a paucity of scientific research on AB (Bruce & Jeromin, 2016; Hattendorf, 2021; Kalaignanam et al., 2021; Preece et al., 2019; Toniatti et al., 2023), despite the consensus among experts that an agile approach to branding is a crucial necessity in the contemporary era (Baumgarth, 2020; Dänzler & Heun, 2014; Eilers et al., 2022; Golant, 2012; Lies, 2020). To date, no systematic, bibliometric analysis of the literature has been conducted to illustrate the current state of agility research in relation to branding. Moreover, the absence of a consensus on a definition or conceptualization of AB has resulted in a challenging understanding of the concept. Furthermore, no study has previously addressed the potential and, consequently, the opportunities and challenges of implementing AB.
The overarching objective of this dissertation is to evaluate the application of agility to strategic brand management. To achieve this overall research aim, specific sub-objectives and research questions are defined, and consequently, this thesis is divided into three major studies: firstly, to perform a bibliometric analysis and systematic review of the literature; secondly, to provide an elevated definition and conceptualization of AB; and thirdly, to assess the potential and, therefore, the opportunities and challenges of AB in the context of start-ups.
The objective of Study 1 is to conduct a bibliometric analysis to obtain an overview of the current production of scientific literature on agility in the context of brand management. The analysis enables a systematic review of the literature, the development of a theoretical framework, and the identification of gaps in existing knowledge. This analysis employes bibliometric methods to present and visualize trends and developments in the field of AB, examining scientific article literature produced between 1996 and 2023. Furthermore, the analysis offers insight into the conceptual frameworks and research streams that influence and intersect with AB.
The objective of Study 2 is to synthesize the existing literature with in-depth interviews to propose an improved definition of AB. Furthermore, the investigation endeavores to conceptualize AB by identifying the dimensions and antecedents that shape the innovative concept. The purpose of this study isto provide brand managers with concrete guidance on the implementation of AB in their brand strategy by developing the agile branding values and principles construct.
The overarching ambition of Study 3 is to examine the prospects of AB, given the scarcity of scientific research that has evaluated its opportunities and challenges. The term "start-up" is characterized by an agile culture, especially in the nascent stages of development (Griva et al., 2021).
Given the demonstrated affinity and necessity for agility, as well as the findings' potential to provide further insights, AB is hypothesized to be of particular interest and relevance to start-ups. This hypothesis was confirmed during the preliminary interviews conducted in the early stages of the doctoral thesis. Consequently, the context of start-ups is selected to assess the potential of AB and to establish the framework for Study 3. The objective of Study 3 is to investigate the value andapplicability of AB, to identify the opportunities it offers to start-ups, and to uncover the unique challenges involved in its implementation. This research also assesses the manner in which AB contributes to the resolution of challenges commonly encountered by nascent business enterprises.Methodology Due to the scarcity of existing research on AB, a cumulative approach was chosen. The three articles constituting the dissertation are interrelated and mutually supportive. This doctoral thesis employed a mixed methods approach, integrating quantitative and qualitative methodologies. The quantitative approach involved the application of bibliometric analysis to identify publication patterns and citation networks. In contrast, the qualitative part incorporated a systematic literature review, structured expert interviews, and a group discussion.
In Study 1, a bibliometric analysis was conducted to obtain a detailed overview of the existing scientific literature and to define the theoretical framework of the dissertation. A systematic literature review was subsequently conducted for two primary purposes: first, to identify and synthesize all relevant publications on AB; and second, to identify gaps in the existing scientific literature on the subject.
Subsequent to the initial study's findings, qualitative semi-structured interviews were executed with a cohort of eleven experts specializing in the AB field. In order to analyze the data in a structured way, the interviews were first anonymized and transcribed into a written format. According to Dresing and Pehl (2018, 2023), the system employed for the transcription of semantic content was the one utilized, incorporating standardized rules. The written format was the basis for conducting a qualitative deductive-inductive content analysis according to Kuckartz and Rädiker (2020, 2022).
Thereafter, an initial draft of the AB dimensions, antecedents, values, and principles was created following a thorough analysis of the interviews. Next, the results were validated and finalized in a group discussion with five participants. The transcript of the participant group discussion was subjected to analysis, following the same procedure as in the previous phase. The dynamic capabilities (DC) framework (Teece et al., 1997) was utilized as the predominant lens in this study.
In order to ascertain the opportunities and challenges of AB in the context of start-ups, 18 qualitative, semi-structured interviews were conducted with start-ups. The results of these interviews were then combined with the results of previous findings from Study 1 and Study 2. The interviews were analyzed in a manner consistent with the procedures employed in Study 2.Results Study 1 illustrated and examined the trends and evolution of AB through a bibliometric analysis of the scientific literature generated between 1996 and 2023. A bibliometric and systematic analysis of the extant literature revealed a marked increase in scientific research on agility in the context of brand management, particularly since 2008, with a notable peak in 2022. This trend indicates a growing interest in the subject area. Concurrently, the study underscores a paucity of academic research on AB in general, signifying a need for further investigation concerning the management of brands in a more agile and dynamic manner to contend with an ever-evolving global landscape. The present dissertation identified the following key themes related to agility and branding: managing continuous change, the impact of agility on the employer brand, the challenge of maintaining brand consistency, social media management, the role of small and medium-sized enterprises in the context of AB, and the relevance of agility to brands and their supply chain strategy.
Study 2 provided an enhanced definition and established a conceptualization of AB. The investigation was carried out through a systematic review of the extant literature, complemented by semi-structured qualitative interviews with 11 experts and a focus group discussion involving five participants. From the perspective of dynamic capabilities (Teece et al., 1997), five dimensions and twenty antecedents of AB were derived. The five dimensions are as follows: (1) leadership style and culture, (2) employee skills and competencies, (3) technology and methods, (4) stakeholder and feedback integration, and (5) ambidexterity. The 20 antecedents constitute the prerequisites for AB, linked to the five dimensions: (1.1) trust, empowerment, and ownership, (1.2) flat hierarchy, (1.3) test and learn culture, (1.4) evolvement, (2.1) lifelong learning, (2.2) openness to change, (2.3) global awareness, (2.4) reflection, (3.1) iterative adjustments, (3.2) quick results and short-term planning, (3.3) continuous improvement, (3.4) framework & non-negotiables, (4.1) openness, (4.2) co-creation, (4.3) heterogeneity, (4.4) customer centricity, (5.1) long-term adaptability, (5.2) balance, (5.3) industry type, (5.4) company type. AB encompasses all three pillars of DC: sensing, seizing, and transformation (Teece et al., 1997).
The following enhanced definition of AB was derived from Study 2: AB signifies the incorporation of agility into strategic brand management, with the objective of enhancing companies' market relevance and competitiveness within a dynamic environment. The brand is conceptualized as a living resource that is continually reflected upon, proactively evolved, and dynamically adapted to market changes, with a constant focus on customer value. Decisions are based on collected data and stakeholder feedback. Agile methodologies are integrated at the brand's initial creation as well as in its long-term maintenance. The brand manager, with an openness to experimentation, leads the brand and is empowered to test and adapt it, always with the aim of constant improvement, maintaining a balance between brand continuity and change.
Study 3 assessed the potential and, consequently, the opportunities and challenges of AB. The start-up context and the dynamic capabilities framework provided a useful lens to focus and guide the analysis of the results. In the context of nascent business enterprises, the strategy of AB has been demonstrated to be a particularly interesting and relevant approach for addressing specific challenges in brand management. In the context of start-ups, the following advantages of AB were identified: rapid adaptation to internal and external changes, efficient use of resources, provision of guidance and structure, reduced risk of failure, and differentiation from established competitors. The subsequent challenges were identified: the complexity of implementation, the appropriate amount and value of stakeholder feedback, the scarcity of resources, the risk of losing brand awareness, identification and trust, and the lack of validated agile branding frameworks. In summary, the advantages and prospects associated with AB surpass the difficulties encountered by start-ups. In conclusion, the benefits and opportunities of AB outweigh the challenges faced by start-ups, making it a powerful strategy for companies in today's dynamic business landscape.
A general consensus exists among studies that scientific research on the AB approach is in its nascent stages, despite its considerable promise for contemporary brand management tailored to the specific requirements of companies operating within a dynamic business environment. A comprehensive review of the extant literature on the subject confirmed AB as a strategy, a method, and a mindset that is particularly suitable for start-ups. A synthesis of the literature revealed a consensus among the studies that the primary challenge associated with AB is achieving a balance between maintaining brand continuity and adapting to new contexts.
Discussion Study 1 serves as the inaugural bibliometric analysis to examine agility in the context of branding.
Despite the fact that the study by Thümler (2023) involves a bibliometric analysis of agile marketing (AM), it does not offer any significant insights into the realm of agile brand management. The present doctoral thesis systematically identifies and analyzes existing scientific research on AB. In addition, it presents the most influential studies and authors on agility in relation to branding, identifies the main categories of AB research, and summarizes the key findings of the current literature.
Many authors posit that in the contemporary business landscape, it is imperative to manage brands in a more agile and dynamic manner (Baumgarth, 2020; Dänzler & Heun, 2014; Eilers et al., 2022; Golant, 2012; Lies, 2020). A review of the scientific literature revealed a paucity of harmonized definitions, understandings, and conceptualizations of AB. Consequently, Study 2 offers an expanded definition of AB and is the pioneering scientific study that conceptualizes AB by identifying its dimensions and antecedents. Moreover, a manifesto of AB was developed for the first time, in which a construct of values and principles was established, with a specific focus on practical application. This study makes a significant contribution to the development of flexible brand management solutions that are specifically geared to the dynamics of today's world. This need has been identified by several authors (Baran & Woznyj, 2021; Baumgarth, 2020; Eilers et al., 2022, 2022; Iyer, Davari, Srivastava, et al., 2021; Keller & Richey, 2006; Swaminathan et al., 2020; Toniatti et al., 2023). While Roberts and Grover (2012) argue that agility encompasses the DC elements of sensing and seizing, this study posits that AB also reflects the transforming pillar of DC. The findings concerning the leadership style and culture dimension of AB are in alignment with the assertions made by Ulrich and Yeung (2019) and O'Keeffe et al. (2016). These scholars contend that managers must demonstrate agility to cultivate an organizational culture in which employees can fully embrace agile attitudes. Schoemaker et al. (2018) concur with the study's findings, which demonstrate a strong correlation between decision-making, learning, and the ability to identify opportunities.
Despite the numerous scientific confirmations of the necessity of AB in a VUCA environment (Baumgarth, 2020; Dänzler & Heun, 2014; Eilers et al., 2022; Golant, 2012; Lies, 2020), there is a lack of research on the potential of the new concept. Consequently, Study 3 assesses for the first time the opportunities and challenges of AB and offers emerging companies a solution to overcome brandrelated challenges. While not the primary objective of the study, its results contribute to the scarce literature on start-up brand management. The study's findings, which conclude that AB offers startups the opportunity to adapt quickly to internal and external changes and to ensure their competitiveness in an ever-changing business landscape, are consistent with those of Gupta et al.
(2020), who confirm that agility is an essential capability for responding to external changes. As Rode and Vallaster (2005) demonstrate, start-up founders do not initially possess the knowledge of whether their business idea will succeed in the market. AB offers significant advantages, as it allows rapid adaptation to customer needs, which might translate, in the long run, into greater customer satisfaction, higher sales and greater loyalty.
A synthesis of the three studies reveales a consensus conclusion: the delicate balance between continuity and adaptation constitutes a significant challenge of AB. Preece et al. (2019) and Kalaignanam et al. (2021) state that a combination of continuity and change is essential to ensure the longevity of a brand in a constantly evolving environment. However, the authors themselves describe the balance between both factors as the biggest challenge of AB strategy. Beverland et al. (2015) also underscore the challenge of brand ambidextity.This doctoral thesis contributes to the scientific literature on AB, strategic brand management, agility, dynamic capabilities, small and medium-sized enterprises, and start-ups. It successfully demonstrates the applicability of agility to strategic brand management. The three studies complement each other, contributing to the overall research objective in a sequential manner.
The study's findings carry implications for both theoretical frameworks and practical applications. This dissertation contributes to solving several research gaps by presenting validated scientific evidence on AB, always focusing on its applicability. By developing and validating the AB values and principles construct, which serves as the manifesto of agile branding, this investigation provides practitioners with tangible guidance on how to create and manage a brand in an agile way.
By analyzing the potential of AB, practitioners can make informed decisions about the opportunities and challenges of incorporating it. This research contributes to the extant body of knowledge on brand management approaches for industries and types of organizations where customer and competitor demands are subject to rapid and constant change. Such conditions, which are a consequence of today's VUCA world, surely affect almost every company. In light of these findings, it is reasonable to hypothesize that the results of this study could be relevant to the estimated 333 million companies worldwide in 2021 (Dyvik, 2023), including start-ups in the initial phase of brand development and established companies seeking to maintain their relevance and competitive advantage in the marketplace. Moreover, these findings are of particular value to academics specializing in branding, marketing, business management, and communication. The research provides insights for individuals involved in strategic brand guidance and development, including marketing and brand managers, entrepreneurs and decision makers, brand and agency consultants, and corporate management stakeholders.
The study's particular emphasis on start-ups renders its results highly valuable to these entities, as they encounter distinctive branding challenges that differentiate them from wellestablished companies. Globally, the number of start-ups has surpassed 150 million, with an annual increase of 50 million new ventures (Shewale, 2024). Notably, 90% of these attempts are unsuccessful (Shewale, 2024). Cantamessa et al. (2018) detect that inadequate marketing and branding endeavors constitute a primary factor contributing to the failure of nascent business enterprises.
The present study is subject to several limitations. It constitutes merely a preliminary investigation on AB. Further scientific research is necessary to substantiate findings and advance the body of knowledge. In Study 1, the thesaurus function of VOSviewer might have generated a subjective interpretation of the results. Moreover, the investigation exclusively focuses on the terms "agil*" y "brand*", which yields a limited number of 70 articles for analysis. A thorough investigation to identify synonyms for "agility" could result in a more extensive search, potentially leading to the inclusion of additional articles. In the event that the study is to be replicated in the future, other databases, such as Scopus or Google Scholar, could be considered.
In Study 2, the dimensions and antecedents are intended to form a holistic approach to AB.
Consequently, the nuances inherent to distinct industries and sectors were not addressed, which could impede the implementation of the findings in specific sectors. Thus, subsequent research endeavors may concentrate on specific sectors, target groups, or industries. In light of the limited body of literature addressing AB, a qualitative study was undertaken. This may result in a subjective interpretation of the results.
Study 3 exclusively investigates the opportunities and challenges of AB in the start-up environment, thereby achieving a more profound focus on the results. The opportunities and challenges associated with AB are only partially transferable to large, established companies and other types of organizations. Further research is necessary to provide a more comprehensive and detailed analysis. Given my place of residence, the interviewed partners and start-up entities are predominantly of German origin. This may give rise to a cultural bias in the results. In subsequent studies, researchers may wish to explore cultural variations among different nationalities and the implications these variations have on agile brand management. While a diversity of male and female respondents and founders was aimed for in the study, an analysis of individual differences and similarities was not carried out. Future studies could identify gender differences and similarities. The high degree of heterogeneity in terms of sectors and B2C, B2B, and B2C business models was a point of particular emphasis. However, these factors were not systematically evaluated or distinguished within the analysis. Subsequent studies may ascertain these discrepancies. To further advance the research, future studies could examine in greater detail the opportunities, challenges, and feasibility of implementing AB in large, well-established companies. Furthermore, forthcoming research could explore the extent to which AB is currently being implemented in organizations, whether intentionally or unintentionally.
As this doctoral thesis represents the initial stage of my academic research, I acknowledge that I am still in the early stages of developing my scientific knowledge. Despite the fact that the interviews were continued until no further conclusions could be drawn (Eisenhardt, 1989), the number of eleven experts interviewed, 18 interviews with start-ups, and one group discussion with five participants may be insufficient for a complete generalization of the research results. Consequently, the study could be replicated with a larger sample size or validated through quantitative studies. The findings of all three studies indicate that maintaining brand consistency constitutes a significant challenge when implementing AB, as it may even have a negative effect on customers' perception of the brand. Subsequent research endeavors may involve a more comprehensive examination of the impact of AB on brand recognition, brand image, customer satisfaction, and brand loyalty.
Conclusion The present doctoral dissertation has successfully met the research objectives. The study examinesthe potential for transferring agility to the field of strategic brand management. The current state of knowledge on agility in brand management is presented and visualized. The concepts and research streams that shape and relate AB were identified and analyzed. An extended definition of AB was formulated. The research yielded five dimensions and 20 antecedents that facilitate the conceptualization of AB. The AB values and principles construct provides scientists and practitioners with a framework for creating and managing a brand in an agile manner in a dynamic and competitive environment. The potential, opportunities, challenges, and applicability of AB in the context of startups are detailed and discussed. This dissertation also helps to assess whether AB is suitable to overcome the specific challenges of start-up brand management.
AB is both a technique and a mindset. The application of agile methodologies to the strategic process of brand creation and management constitutes its essence. The dynamic approach necessitated by the paradigm shift in brand development and management is a critical component of the AB framework. It is imperative for brand leaders and managers to reevaluate their approaches and transition from a stance of stringent brand guardianship and adherence to prevailing norms to one of deliberate enablement, which proactively fosters continuous and iterative brand evolution.
In summary, the contemporary era is distinguished by rapid change, which necessitates an agile and flexible approach to brand management. In order to maintain their relevance within the marketplace, brands must demonstrate a capacity for agile adaptation in response to the shifting demands and environments of their customers. AB offers a valuable evolution of traditional brand management, encompassing both brand creation and long-term brand management. In this context, AB can be regarded as a contemporary response to the demands of our rapidly evolving, digitized world.
