Abstract
This interview study investigates how managers/associates of a failed distributed large-scale Research Infrastructures perceived their brand and the role mindsharing played in light of the organisation’s ultimate failure. Specifically, the study looks at BioBanking and Molecular Resource Infrastructure in Sweden (BBMRI.se), an organisation that involved collaboration between several medical and technical universities and sought to harmonise biobanking in Sweden. The aim was to discern the respondents’ degree of mindsharing in regards to their perception of the organisational brand. The four stages the branding process investigated were: Brand Strategic Analysis, Brand Identity, Brand Operationalising, and Post-Implementation Reflections. The results indicated that the mindsharing was present at the initial two stages, but dissipated throughout the ensuing two final stages, resulting in a fragmented brand perception, thereby forgoing the ability of generating a “pull-effect” for the BBMRI.se brand. The study’s implication is for branding to account more for social and individual motivations and less for instrumental motivations, e.g. mission statements.