Please use this identifier to cite or link to this item: https://hdl.handle.net/10356/54756
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dc.contributor.authorYen, Victor Yew Cho.
dc.date.accessioned2013-08-02T07:02:35Z
dc.date.available2013-08-02T07:02:35Z
dc.date.copyright2013en_US
dc.date.issued2013
dc.identifier.urihttp://hdl.handle.net/10356/54756
dc.description.abstractA good image or reputation, both terms used interchangeably (Benoit & Pang, 2008), is an asset. Ho, Auyong, Dong, Lau and Pang (2011, p. 278) referred to it as an "extremely valuable intangible organization resource" (p. 278). It increases public goodwill and confidence in stakeholders (Hutton, Goodman, Alexander and Genest, 2001), which influences their decision to invest in, or buy products of the organization (Ho, et aI., 2011). An image is also a malleable entity, constructed by public impressions (Berstein, 1992). As such, it is possible for organizational leadership to undertake actions to improve its image, or even change it. The purpose of this study is to build a Conceptual Framework in Image Transformation. Image transformation is "more than physical outward change", but "change in raison d'etre and modus operandi" (Pang, 2012, p. 346). The impetus for image change is motivated by crisis (Pearson & Clair, 1998). Introduced as a mechanism to boost one's image in Pang's (2012) Crisis Pre-emptive Image Management Model, image transformation is a feasible strategy to avert a foreseeable crisis. The Conceptual Framework posits basic premises about Image Transformation as a concept. These premises - drivers, factors and outcomes of image transformation - extend and elaborate on Pang's (2012) Crisis Pre-emptive Image Management Model. The Conceptual Framework is grounded in identity, brand and image literature, and integrated with Ulmer, Sellnow and Seeger's (2011) Discourse of Renewal. The Framework is then deductively applied on a case study in the Institute of Technical Education, Singapore, an organization that is observed to have successfully transformed its image. Based on Bronn's (2010) intended-and-construed image notion, analysis is conducted on access to intra-organizational records of leadership decisions, and reference to news reports from 2001 to 2010. Theoretical rigor of the Conceptual Framework is verified when applied to the case. Image transformation depends on change adaptability and unique customer relationships, resulting in an elevated status in society and increased market share. Arguably the first study that expounds on image transformation, this research addresses a crisis literature gap. As theory can help organizations manage uncertainty (De Wet, 2011), this Framework aims to provide practitioners with a practicable strategy in crisis management.en_US
dc.format.extent105 p.en_US
dc.language.isoenen_US
dc.rightsNanyang Technological University
dc.subjectDRNTU::Social sciences::Communicationen_US
dc.titleTowards a conceptual framework in image transformation : a case study of the Institute of Technical Education, Singapore.en_US
dc.typeThesis
dc.contributor.supervisorAugustine Pangen_US
dc.contributor.supervisorMay Oo Lwinen_US
dc.contributor.schoolWee Kim Wee School of Communication and Informationen_US
dc.description.degree​Master of Communication Studiesen_US
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