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When Brands Become Myths: Cultural Branding and Consumer Perceptions of Corporate Identity

Mercado Salazar, Juan Pablo LU ; Mahmood, Mawj Ahmed LU and Pejic, Milana LU (2025) In LBMG Strategic Brand Management - Masters Paper Series BUSN21 20252
Department of Business Administration
Abstract
Purpose
To explore and compare how established global brands (i.e., Nike, Patagonia, LEVI’S®) implement cultural branding strategies to build identity myths, address cultural contradictions, and maintain their corporate brand identity. The study examined both how brands strategically use culture and how consumers perceive these performances.

Methodology
A qualitative, abductive, multiple-case comparative approach to examine how the three chosen brands shape customers’ perceptions and values. The empirical data were collected by semi-structured interviews with a non-probability sampling strategy, combining purposive and convenience strategies, and consisted of 47 short, in-depth interviews.

Findings
The findings revealed that... (More)
Purpose
To explore and compare how established global brands (i.e., Nike, Patagonia, LEVI’S®) implement cultural branding strategies to build identity myths, address cultural contradictions, and maintain their corporate brand identity. The study examined both how brands strategically use culture and how consumers perceive these performances.

Methodology
A qualitative, abductive, multiple-case comparative approach to examine how the three chosen brands shape customers’ perceptions and values. The empirical data were collected by semi-structured interviews with a non-probability sampling strategy, combining purposive and convenience strategies, and consisted of 47 short, in-depth interviews.

Findings
The findings revealed that Nike’s utilization of collaborations establishes a myth of relevance and empowerment, which raises the brand’s perceived authenticity. By creating a moral badge and providing opportunities, Patagonia's activism-driven approach promotes ethical identity and loyalty. By reinforcing quality, authenticity, and lasting cultural significance across generations, LEVI’S® heritage branding elevates other aspects of the business.

Research Limitations
The study’s qualitative focus and limited number of participants limit its generalizability, as consumers’ perceptions of brand authenticity may be influenced by contextual and cultural factors.

Practical Contributions
Connecting identity myth performance to corporate brand identity frameworks, this research expands upon Holt’s (2004) culture branding theory. Additionally, providing brand managers with practical guidelines on how to remain present and establish cultural legitimacy, and further insights into the field.

Originality
The study highlighted how consumers interpret and decode identity myths through several strategic methods, combining cultural branding theory with consumer-based brand authenticity in an innovative manner. By relating populist worlds, corporate identity, and myths within the framework of well-known global enterprises, it integrates theory and practice.

Paper Type: Journal Paper (Less)
Please use this url to cite or link to this publication:
author
Mercado Salazar, Juan Pablo LU ; Mahmood, Mawj Ahmed LU and Pejic, Milana LU
supervisor
organization
course
BUSN21 20252
year
type
L3 - Miscellaneous, Projetcs etc.
subject
keywords
Cultural Branding, Corporate Brand Identity, Collaboration-Driven Branding, Activism-Driven Branding, Heritage-Driven Branding, Brand Equity
publication/series
LBMG Strategic Brand Management - Masters Paper Series
language
English
id
9214216
date added to LUP
2025-11-14 08:22:04
date last changed
2025-11-14 08:22:04
@misc{9214216,
  abstract     = {{Purpose
To explore and compare how established global brands (i.e., Nike, Patagonia, LEVI’S®) implement cultural branding strategies to build identity myths, address cultural contradictions, and maintain their corporate brand identity. The study examined both how brands strategically use culture and how consumers perceive these performances.

Methodology
A qualitative, abductive, multiple-case comparative approach to examine how the three chosen brands shape customers’ perceptions and values. The empirical data were collected by semi-structured interviews with a non-probability sampling strategy, combining purposive and convenience strategies, and consisted of 47 short, in-depth interviews.

Findings
The findings revealed that Nike’s utilization of collaborations establishes a myth of relevance and empowerment, which raises the brand’s perceived authenticity. By creating a moral badge and providing opportunities, Patagonia's activism-driven approach promotes ethical identity and loyalty. By reinforcing quality, authenticity, and lasting cultural significance across generations, LEVI’S® heritage branding elevates other aspects of the business.

Research Limitations
The study’s qualitative focus and limited number of participants limit its generalizability, as consumers’ perceptions of brand authenticity may be influenced by contextual and cultural factors.

Practical Contributions
Connecting identity myth performance to corporate brand identity frameworks, this research expands upon Holt’s (2004) culture branding theory. Additionally, providing brand managers with practical guidelines on how to remain present and establish cultural legitimacy, and further insights into the field.

Originality
The study highlighted how consumers interpret and decode identity myths through several strategic methods, combining cultural branding theory with consumer-based brand authenticity in an innovative manner. By relating populist worlds, corporate identity, and myths within the framework of well-known global enterprises, it integrates theory and practice.

Paper Type: Journal Paper}},
  author       = {{Mercado Salazar, Juan Pablo and Mahmood, Mawj Ahmed and Pejic, Milana}},
  language     = {{eng}},
  note         = {{Student Paper}},
  series       = {{LBMG Strategic Brand Management - Masters Paper Series}},
  title        = {{When Brands Become Myths: Cultural Branding and Consumer Perceptions of Corporate Identity}},
  year         = {{2025}},
}