This study examines the implementation of a re-branding campaign in a public Canadian university. Data collection comprised 19 qualitative semi-structured interviews with key internal university stakeholders (Dean and Mid-level Administrators). The data revealed three core dilemma pairs: (1) new brand vs. previous brand; (2) voice at the organisational level vs. voice at the departmental level; and (3) voluntary down-up voicing vs. up-down voicing. Results suggest that successfully implementing the new brand should not exclusively rely upon internal marketing communication; instead, internal branding through handling ambiguities and addressing emerging dilemmas by enhancing engagement, building mutuality and unlocking the meaning in the re-branding can help improve success. This study reveals that implementing a re-branding campaign in higher education involves embracing the world of dilemmas by involving and empowering employees in dilemma reconciliation. The reconciliation of detected brand-related dilemmas with and by employees can be achieved by involving employees in the process of re-branding from the beginning. Indeed, this paper suggests the preparedness to detect and address dilemmas is central to successful re-branding. Our results indicate that traditional change management approaches produce unreconciled dilemmas that hinder the implementation of the new brand. We conclude that efforts to build employee engagement in re-branding do not build employee supportiveness towards the new brand unless core dilemmas are reconciled.

中文翻译：

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大学重塑的困境——“也许人们只是不喜欢改变”：将意义和互惠联系到和解中

本研究调查了加拿大公立大学品牌重塑活动的实施情况。数据收集包括对主要内部大学利益相关者（院长和中级管理人员）的 19 次定性半结构化访谈。数据揭示了三个核心困境对：（1）新品牌与旧品牌；(2) 组织层面的声音与部门层面的声音；(3) 自愿上下发声与上下发声。结果表明，成功实施新品牌不应完全依赖于内部营销传播；相反，通过增强参与度、建立相互关系和解开品牌重塑的意义，通过处理模棱两可和解决新出现的困境来进行内部品牌塑造可以帮助提高成功率。这项研究表明，在高等教育中实施品牌重塑运动涉及通过让员工参与困境和解并赋予其权力来拥抱困境的世界。通过让员工从一开始就参与品牌重塑过程，可以解决与员工和员工所发现的与品牌相关的困境。事实上，这篇论文表明，检测和解决困境的准备是成功重塑品牌的核心。我们的结果表明，传统的变革管理方法会产生阻碍新品牌实施的不可调和的困境。我们得出的结论是，除非核心困境得到协调，否则在品牌重塑中建立员工参与度的努力不会建立员工对新品牌的支持。