Learning mechanisms for designing corporate identity in the banking industry

Purpose – The traditional approach to building a corporate identity relies on a managerial advertising view and is conducted mainly by external consultancy companies. The aim of this study is to introduce a different approach to building a corporate identity that is based on an effective learning mechanism focused on internal stakeholders. Design/methodology/approach – In‐depth interviews with senior bank management were conducted to determine the way in which a new corporate identity was designed and implemented. In addition, written documentation relating to the process of managing the identity was examined as a case study of a subsidiary of an Israeli bank. Findings – The case demonstrates that designing an effective learning mechanism based on internal stakeholders' participation is crucial for the assimilation of a new corporate identity. It has also meaningful impact on increasing profitability and improving satisfaction both among workers and clients. Practical implications – On the basis of this case study, a practical framework of designing and implementing a corporate identity is presented, based on learning objectives and a learning mechanism. This conceptual framework can serve managers interested in adopting a systemic and holistic approach to building a sustainable corporate identity as well as researchers who may use the framework for the study of companies who are in the process of changing their identity. Originality/value – The study provides an important insight to the process of designing of corporate identity in the banking industry and better understanding of learning mechanisms that foster its assimilation.