Design and Identity Formation in Cultural Organisations’ Strategic Performance

In the present research, we examine design as a major contributor to the formation of identity. We refer to two notions of identity: one within an organisational context, and another, which exists externally among the clients. We show that these concepts are strongly linked and constitute an element of strategic performance. Furthermore, we suggest that in the cultural industries, a clear and consistent corporate identity must be shared internally between the group of employees and externally; ideally, a cultural organisation, because of its non-profit, educational, ethical, etc. status, would like to see its identity perfectly matched with that of its audience. Organisational brand identity signals what the corporation is and does. Therefore, it provides reasons to be favoured by clients and helps to build loyalty and attachment to the company. This is a deeply selective and interpretive process and one that plays a major role in strategy. In the present paper, we review key texts on identity formation in relation to design and brand strategy; we describe a case study of various museums and galleries; and finally, we arrive at a set of conclusions about the role of design in the articulation of a clear and distinctive identity for both cultural corporations and individuals interested in cultural products