CI개발에 있어 의뢰인과 디자이너간 갈등의 영향요인과 해소방안 연구

Abstract

An introduction of corporate identity(CI) has been popular and has been considered as a differentiation strategy across businesses companies, colleges, and local governments. The purpose of this CI strategy are centered on enhancing image integration and brand equity at an initiating and implementing party side. In practice, CI development requires considerable time, energy, and costs for both clients and designers, and frequently yields various conflicts between two parties due to the original purposes of tasks and performing practices. Prior research provides meaningful perspectives on conceptualizing the existence and forms of actual conflicts between clients and CI designers. In addition, prior research offers various types of conflict resolution strategies depending upon the conflict levels and related parties involved in the domain of CI development. The objectives of this research are to examine the relationships among designers' characteristics, mutual communication, conflicts between CI designer and client, to test the impacts of conflicts and four types of resolution strategies on the performance of CI development, and to recommend proper strategies for successful CI development process and output management. The empirical results show as follows. A survey was conducted to collect the data with prepared questionnaires. 250 questionnaires were distributed to client group and designer group by field visits and 246 questionnaires were actually collected. Among them, 149 proper questionnaires of the clients group and 97 proper questionnaires of the designer group were finally used for the analyses. Series of regression analyses were employed to examine the relationships among the constructs. Validity and reliability of the measurements were secured with relevant factor analyses and Cronbach alpha reliability analyses, respectively. Empirical results show as follows. First, CI designers' creativity was found to affect perceived expertise at the client side. Second, CI designers' confidentiality on clients' internal information and designers' creative designing ability were found to affect mutual communication between the two groups. Third, proper communication was found to lessen the conflict level which in turn yielded the positive performance of CI development, especially for the clients' side. Forth, four types of conflict resolution strategies were found to be used for the both sides. Those include a problem solving strategy, a persuasion strategy, a bargaining strategy, and a politicking strategy. The empirical results show that the problem solving strategy and the persuasion strategy yielded positive resolution results for the client side and the bargaining strategy yielded positive results and the politicking strategy produced negative results for the designer side. However, as the conflict level becomes intense and serious, the politicking strategy yields positive resolution results in terms of trust building and CI performance outcomes for the both sides. These results suggest that the conflict level be first reduced and conflict resolution strategies be applied depending upon the conflict level and related party of designer or client position, respectively. Finally, Trust between the client group and the designer group was found to affect the performance of CI development. In conclusion, the results of this research appear to explain various aspects of conflicts and their resolution strategies resulting from the process of development. This research offers several implications for various parties of CI development and academics.