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Corporate sound as a company-controlled element of corporate identity management has been widely ignored in corporate identity and corporate image literature so far. Moreover, established corporate identity models show some visual dominance that has inhibited the integration of other sensory elements such as the auditory dimension. This thesis advances current knowledge in the corporate identity, corporate image and corporate communication domain by investigating the construct of auditory identity from a corporate perspective. In detail, the study investigates factors that determine the management of auditory identity as well as consequences of corporate auditory identity management (CAIM) as perceived by managers. A triangulated research approach was employed by using qualitative data from interviews with managers and consultants from UK companies as well as quantitative data from questionnaires completed by managers from UK companies in the media, information and communication as well as the banking and finance industry. While qualitative data initially was used to gain deeper understanding of the underresearched auditory topic, quantitative data was statistically examined using EFA and PLS-SEM to test the structural model. Findings suggest, inter alia, that the definition of corporate auditory identity provided in this research is widely supported by qualitative data. Moreover, quantitate data indicates that the support of the CEO is a key factor for the successful implementation of an auditory identity programme. Furthermore, all ten consequences of corporate auditory identity management such as gaining differentiation, improving corporate image, supporting consistent corporate communication and increasing recognisability just to name few are widely supported by qualitative as well as quantitative data. This thesis advances corporate identity, corporate image and communication literature in many ways. Mainly, it provides a valid definition of the new construct of auditory identity as well as scales for measuring corporate auditory identity management on which researchers can build in the future. Based on the identified potential of corporate sound academics are encouraged to overcome the visual dominance by incorporating auditory identity into future concepts, frameworks and models. Moreover, managers can benefit from this research and the provided definition of auditory identity in particular as it reduces the uncertainty about the auditory domain and suggests a more holistic view of corporate identity management. Additionally, this study provides managers with a deeper understanding of the potential of corporate sound by testing a set of consequences of auditory identity management. Consequently, managers are advised to employ a more strategic management of sonic elements and applications in the future. To sum up, this research is one of the first that investigates the management of sound from a corporate perspective and the researcher strongly believes that it constitutes a foundation that facilitates a variety of avenues for research.