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Six-Station Corporate Identity Model

Six-Station Corporate Identity Model

Jean Yannis Suvatjis, Leslie de Chernatony and John Halikias · 2012

Introduction
Corporate Identity as a Cyclical Process

Suvatjis, de Chernatony and Halikias assessed the Six-Station Corporate Identity Model in a 2012 article that calls it a polymorphic model (Stangierska, 2015, pp. 46–47). The article's abstract says the model is meant to help firms build and manage their corporate identities effectively and rests on ten criteria for a robust model, drawn from a review of the literature (Suvatjis et al., 2012, Abstract, via Crossref, n.d.). It does not build directly on earlier work on identity management, but its theoretical basis lies in the models of Abratt, Markwick and Fill, Stuart, van Riel, Balmer and Soenen, van Rekom, and Melewar and Jenkins (Stangierska, 2015, p. 46). Its form differs from these models: it shows the management of organisational identity as a cyclical process with identity at its core, and it consists of six main components (p. 46). A qualitative and a quantitative phase tested the model, and managers and consultants judged it valid and reliable (Suvatjis et al., 2012, Abstract); consultants from business practice also found that it integrates the approach to identity management holistically and is easy for experienced managers to implement (Stangierska, 2015, p. 46). Stangierska questions where some components sit within their stations (p. 46), while Jedynak et al. (2022, p. 22) describe the same six stations as specific factors of organisational identity.

The Model

Six-Station Corporate Identity Model: six numbered triangles in a star around the core Corporate Identity, clockwise from the top 1 Head Station, 2 Strategy, 3 Creativity, 4 Communication, 5 Human Power and 6 Critical Triplet, each with its components written along its sides; double-headed arrows join the core with each station, and arrows labelled Communication lead clockwise from station to station; the star sits in a ring Culture inside a frame Environment, with arrows leading from each tip out into the environment
Redrawn after Suvatjis, de Chernatony and Halikias (2012) as reproduced in Stangierska (2015, p. 47), labels back-translated from the Polish reproduction.

Elements

Definitions follow Stangierska (2015, pp. 46–47) and Jedynak et al. (2022, p. 22), two Polish secondary sources based on Suvatjis, de Chernatony and Halikias (2012), translated from Polish. They are component lists: both sources describe each station only by the components it comprises, so the cards give these lists and add no function of their own. The originators' articles are not freely accessible, so the profile draws on these sources. The labels of the figure are back-translated from the Polish reproduction; Polish terms stand in brackets, first the label in the figure, then the term in Stangierska's text where it differs. The ring Culture, the frame Environment, Heterogeneous Culture, Alignment of Subcultures and Team Dynamics appear only in the figure; neither source describes them.

Core

  • 01

    Corporate Identity

    Corporate identity (tożsamość przedsiębiorstwa) sits at the core of the model and comprises the six stations, which together form the set of issues and management areas that make up corporate identity; the model shows its management as a cyclical process (Stangierska, 2015, p. 46; translated). The authors stress that managing corporate identity requires an understanding of the synergy between its components; using the model allows corporate identity to be managed while creating additional value and trust towards and within the company (Suvatjis et al., 2012, as cited in Stangierska, 2015, pp. 46–47; translated). In the figure, double-headed arrows join the core with each station, and communication sits inside the core (Stangierska, 2015, p. 47, Figure 9).

Six Stations

  • 02

    Head Station

    The head station (stacja główna; in Stangierska's text czynnik główny, “main factor”) comprises mission, vision and values, leadership and the management board (misja, wizja, wartości, przywództwo, zarząd) (Stangierska, 2015, p. 46; translated). Jedynak et al. list mission, vision and values together with leadership and, indirectly, top management (2022, p. 22; translated). In the figure, mission, vision and values and leadership run along the outer sides of station 1, the management board along its inner side (Stangierska, 2015, p. 47, Figure 9).

  • 03

    Strategy

    The strategy station (strategia) comprises the brands of the company, its products and services, and marketing (marki przedsiębiorstwa, produktów i usług, marketingu) (Stangierska, 2015, p. 46; translated). Jedynak et al. list corporate brands, corporate strategy and marketing (2022, p. 22; translated). In the figure, brands and marketing run along the outer sides of station 2, strategy along its inner side (Stangierska, 2015, p. 47, Figure 9).

  • 04

    Creativity

    The creativity station (kreatywność) comprises visual identity, the visual identification system, also called symbolism, and advertising (tożsamość wizualna, system identyfikacji wizualnej/ inaczej symbolika, reklamy) (Stangierska, 2015, p. 46; translated). Jedynak et al. list visual symbolism and corporate visual identification systems (2022, p. 22; translated). In the figure, advertising and visual identity run along the outer sides of station 3, the visual identification system (SIW) along its inner side (Stangierska, 2015, p. 47, Figure 9). Stangierska finds that the visual identification system should sit on the outer side of the model and visual identity on the inner side (p. 46).

  • 05

    Communication

    The communication station (komunikacja) comprises traditional and digital channels within the company and in its relations with its environment (kanały tradycyjne i cyfrowe w obrębie przedsiębiorstwa i w relacji z otoczeniem) (Stangierska, 2015, p. 46; translated). Jedynak et al. name traditional communication channels together with digital communication (2022, p. 22; translated). In the figure, external and internal communication run along the outer sides of station 4, digital communication along its inner side, and arrows labelled communication lead clockwise from station to station (Stangierska, 2015, p. 47, Figure 9). Stangierska finds that it would be logical to place internal communication in the middle of the model (p. 46).

  • 06

    Human Power

    The human power station (energia ludzi, literally “people's energy”; in Stangierska's text zasoby ludzkie, “human resources”) comprises employees and stakeholders (pracownicy oraz interesariusze) (Stangierska, 2015, p. 46; Jedynak et al., 2022, p. 22; translated). In the figure, stakeholders and team dynamics run along the outer sides of station 5, employees along its inner side (Stangierska, 2015, p. 47, Figure 9). For identity management as a whole, without linking it to a station, Stangierska adds after the authors that the management board should observe and monitor individual employees as a contribution to identity management (Suvatjis et al., 2012, as cited in Stangierska, 2015, p. 47; translated).

  • 07

    Critical Triplet

    The critical triplet (krytyczna trójka; in Stangierska's text punkt krytyczny, “critical point”) comprises image, reputation and personality (wizerunek, reputacja, osobowość) (Stangierska, 2015, p. 46; translated). Jedynak et al. name corporate reputation, corporate image and corporate personality (2022, p. 22; translated). In the figure, reputation and personality run along the outer sides of station 6, image along its inner side (Stangierska, 2015, p. 47, Figure 9); Stangierska suggests swapping personality and image (p. 46).

Source

  1. Crossref. (n.d.). Assessing the Six-Station Corporate Identity Model: A Polymorphic Model [Metadata record of the article by Suvatjis, de Chernatony and Halikias (2012) with the publisher's abstract]. Retrieved October 13, 2026, from https://api.crossref.org/works/10.1108/10610421211228775
  2. Jedynak, M., Mania, K., Kuźniarska, A., & Czakon, W. (2022). Tożsamość Cyfrowa Organizacji – Transformacja czy Dysrupcja [Digital Identity of the Organisation – Transformation or Disruption]. Przegląd Organizacji, (2), 20–27. https://doi.org/10.33141/po.2022.02.03
  3. Stangierska, D. (2015). Tożsamość i Wizerunek Przedsiębiorstw na Rynku Usług Gastronomicznych [Corporate Identity and Image of Companies in the Catering Services Market] [Doctoral dissertation, University of Warsaw]. Repozytorium Uniwersytetu Warszawskiego. https://repozytorium.uw.edu.pl//handle/item/1457
  4. Suvatjis, J., de Chernatony, L., & Halikias, J. (2012). Assessing the Six-Station Corporate Identity Model: A Polymorphic Model. Journal of Product & Brand Management, 21(3), 153–166. https://doi.org/10.1108/10610421211228775 This is the originators' work; apart from its abstract (Crossref, n.d.), it is not freely accessible, so this profile draws on the substitute sources listed above.
  5. Suvatjis, J. Y., & de Chernatony, L. (2005). Corporate Identity Modelling: A Review and Presentation of a New Multi-Dimensional Model. Journal of Marketing Management, 21(7–8), 809–834. https://doi.org/10.1362/026725705774538480 An earlier article by two of the originators, cited by Jedynak et al. (2022); it is not freely accessible, so this profile draws on the substitute sources listed above.