Automating Webinars to Market Your Online Course

With managing dualities as a central theme to overcome tensions at the level of these activities, the findings show that three fundamental practices managing visibility, managing individuals's and managing position's respective set of speci!c activities represent the pillars of top managers' personal branding process. Over four career phases that is, "beginner," 

professional," "manager," "top manager the effect of each essential practice for the development of a personal brand differs. Although the "what" and "how" questions on the evolution of top managers' personal brands could already be addressed in pertinent material and as a tool of managerial practice throughout time, two crucial elements remained 

unresolved and inspired additional research subquestues.First of all, the top managers examined revealed that the he-dissertati can both help and damage them in their current role and during their personal branding process.A basic knowledge of the modern phenomena of personal branding is essential at the start of the research path on how top managers' personal brands develop and how they operate. Particularly in the past 15 years, a constantly 

Growing number of academics have 

dedicated themselves to the subject of personal branding and have generated many conceptual ideas as well as empirical!ndings. But let alone a sustainable theory, the amount of information in personal branding seems scattered and devoid of a whole personal branding framework. Chapter 2 thus offers the application of a framework covering six main research 

streams by which the increasing body of knowledge on personal branding gains a transparent structure in its core substance. 518 papers were included in a bibliographic study to enable this and produced revised terminologies and definitions as well as a framework of classes and categories in which personal branding is used. The same antecedents of personal branding 

show the causes of their spread as well as the key importance of visibility. The additional identification of important components and uses also reveals, however, that personal brands are essentially seen statically and their development over time has scarcely been investigated; for top managers not at all. On the one hand, the analytical results of this chapter demand many additional studies to provide the scattered field of personal branding 

More concrete form Conversely

this first investigation of personal branding helped to provide the required direction in terms of content and technique for the next trip of discovery.All things considered, Chapter 2 supports the advice to see personal branding as a unique and multidisciplinary manifestation of branding and not only as a simple variant thereof, which puts this dissertation in a wide study context.On current affairs consists in six chapters overall. Following the broad introduction to 

the study issue and this dissertation itself in this chapter, the next chapters numbered 2, 3, 4 and 5 represent the individual papers that provide solutions to the main research questions employing different research methodologies. The paper in Chapter 5 was presented at an international conference; the papers in Chapters 2 and 4 have been published in peerreviewed journals and the paper in Chapter 3 is now under review in a journal.

This part also clarifies the "research journey" in which the different papers in the future chapters are connected and how they help to progressively address the main research topics.Huber, 1990; Van Oorschot et al., 2013; Chapter 3 already underlines the term "personal branding," instead of "personal brand," to stay with a verb or process, rather than a nished object or noun (Langley et al., 2013; Maguire and Hardy, 2013; Tsoukas, 2005; Van de Ven and Poole, 2005; Weick, 1979). When one considers personal branding as a process, 

Time and temporality becomes a problem 

since professional routes are lived in time rather than just stretched over years. The long-standing difference between objective and subjective perspectives of time does not adequately explain how structural conditions both inside and outside of people's immediate influence affect and are formed by their behavior (Orlikowski and Yates, 2002). Emphasizing a set of practices known as "temporal work," which links the subject's interpretations of the 

present, and future to strategic action, a practice-based perspective on time would cover both the shaping of people's action and the being shaped by such action (Kaplan and Orlikowski, 2013; Loohuis and Ehrenhard, 2016). Originally used to investigate the personal brand of top managers via the prism of temporal work (Emirbayer and Mische, 1998; Kaplan and Orlikowski, 2013) o "ers a valuable approach and resulted in the following two research sub-

quest assumed meaning transfer e"cts between a top manager's personal brand and a company's brand."In this instance, it details a contract between a company, i.e., its brand, and a person who enjoys public recognition—that of a celebrity—to use this celebrity for the sake of advancing the firm (Bergkvist et al., 2016). Earlier studies by cultural theorists confirm this core idea: it is the cultural signi!cance of the celebrity and the transmission of meaning that 

Conclusion

the endorsement outcomes (McCracken, 1989). But studies in this field generally focus on sportsmen and movie stars and have mostly taken celebrity-to--brand-perspective (Bergkvist  Eisend and Langner, 2010) consideration. As so, the study sub-question to be used here is:In view of the !ndings from the previous chapter that in particular the actual emergence of personal brands is under-researched, a clear distinction between the process of personal 

branding and the personal brand as a result of it hardly exists and top managers as a very visible and impactful category of personal brands are scarcely investigated, Chapter  aims at an empirical deepening of these research aspects. In doing so, the purpose of this chapter is twofold. First, and in line with the two primary research questions, to identify key practices and activities that constitute the emergence of top managers’ personal brands. Understanding

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