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Corporate Governance and Corporate Brand Performance

In: Concepts of Corporate Governance and Public Governance

Author

Listed:
  • Zalfa Laili Hamzah

    (Universiti Malaya, Faculty of Business and Economics)

  • Noor Adwa Sulaiman

    (Universiti Malaya, Faculty of Business and Economics)

  • Maria Mohd Ismail

    (Universiti Malaya, Faculty of Business and Economics)

Abstract

This chapter explains the synergistic relationship between corporate governance and corporate brand performance, highlighting how governance principles provide the ethical and operational foundation for building strong, credible brands. It defines corporate governance as the system of rules, practices, and processes that direct and control organisations, and corporate branding as the strategic management of identity, reputation, and stakeholder relationships. The chapter details nine key governance principles including transparency, accountability, fairness, responsibility, stakeholder engagement, ethical leadership, risk management, compliance, and independence. It also analyses their direct impact on corporate brand performance including brand equity, trust, and reputation. Supported by academic literature and industry examples, it demonstrates how well-governed companies strengthen brand credibility, foster stakeholder loyalty, and maintain competitive advantage. A case study on the Volkswagen emissions scandal underscores the consequences of governance failures on brand integrity and financial sustainability. The chapter concludes that integrating robust governance with brand strategy is essential for long-term organisational success, reputation management, and stakeholder trust in a competitive, socially conscious global marketplace.

Suggested Citation

  • Zalfa Laili Hamzah & Noor Adwa Sulaiman & Maria Mohd Ismail, 2026. "Corporate Governance and Corporate Brand Performance," Springer Books, in: Concepts of Corporate Governance and Public Governance, chapter 6, pages 123-143, Springer.
  • Handle: RePEc:spr:sprchp:978-981-95-2449-5_6
    DOI: 10.1007/978-981-95-2449-5_6
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