Please use this identifier to cite or link to this item: http://hdl.handle.net/2381/40067
Title: The ambiguity of place branding consultancy: working with stakeholders in Rio de Janeiro
Authors: Goulart Sztejnberg, Raquel
Giovanardi, Massimo
First Published: 22-May-2017
Publisher: Taylor & Francis (Routledge)
Citation: Journal of Marketing Management, 2017, 33 (5-6), pp. 421-445
Abstract: This study explores the tensions inherent in place branding consulting, by problematising the prescriptive and functionalistic view of consultants that characterises the place branding literature. If consultants’ pervasive impact on the contemporary place branding practice cannot be ignored, their fixed representation as powerful agents of top-down policies might limit more holistic accounts of consultancy practice. Indeed, consultants can find themselves mediating between bottom-up and top-down approaches to place branding. Thus, they can decide to promote more inclusive activities that give voice to local communities, while simultaneously addressing the needs of urban elites that are likely to pay the consultancy bill. Liminality is suggested as an appropriate idea to challenge role fixity and appreciate the ambiguity of place branding consultancy. The study reports self-reflective accounts from a case study on Rio de Janeiro, where the first author was involved in a three-year activity of working with stakeholders to stimulate a more inclusive public debate on city-brand management. Charting, snowballing, coopting consultants, informal advising, feeding and scientific arming are the six types of consulting practices of stakeholder engagement that the study identifies in order to offering a more nuanced representation of place brand consulting.
DOI Link: 10.1080/0267257X.2017.1319404
ISSN: 0267-257X
eISSN: 1472-1376
Links: http://www.tandfonline.com/doi/full/10.1080/0267257X.2017.1319404
http://hdl.handle.net/2381/40067
Embargo on file until: 22-Nov-2018
Version: Post-print
Status: Peer-reviewed
Type: Journal Article
Rights: Copyright © 2017 Taylor & Francis. Deposited with reference to the publisher’s open access archiving policy.
Description: The file associated with this record is under embargo until 18 months after publication, in accordance with the publisher's self-archiving policy. The full text may be available through the publisher links provided above.
Appears in Collections:Published Articles, School of Management

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