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Oct 22, 2018 · The study of reputation figures prominently in management research, yet the increasing number of publications makes it difficult to keep track of this growing body of literature. This paper provides a systematic review of the literature based on a large-scale bibliometric analysis.
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Feb 8, 2019 · Abstract. This article introduces the special issue on “Corporate Reputation: Being Good and Looking Good.” Three of the five included articles help to reinforce a conclusion that “being good” and “looking good” are not dichotomous, mutually exclusive conditions.
- Rosa Chun, Antonio Argandoña, Antonio Argandoña, Christine Choirat, Donald S. Siegel
- 2019
Jul 6, 2023 · Does attending a top university mean you’re more likely to get a high-paid job? We’ve looked at factors that influence high earnings for graduates, using a report from the Institute of Fiscal Studies.
Jan 4, 2023 · Based on the insights of a relatively broad body of literature in the management domain concerning reputation, this study has developed a synthesised definition of reputation and matched it with measures of reputation.
- Advantages
- Risks
- Example
- Management
- Function
- Controversy
- Quotes
- Effects
- Criticism
- Use
- Assessment
- Significance
- Format
- Issues
- Software
- Impact
- Cost
- Goals
- Philosophy
Executives know the importance of their companies reputations. Firms with strong positive reputations attract better people. They are perceived as providing more value, which often allows them to charge a premium. Their customers are more loyal and buy broader ranges of products and services. Because the market believes that such companies will del...
Most companies, however, do an inadequate job of managing their reputations in general and the risks to their reputations in particular. They tend to focus their energies on handling the threats to their reputations that have already surfaced. This is not risk management; it is crisis managementa reactive approach whose purpose is to limit the dama...
Consider the 135-page framework for enterprise risk management (ERM) proposed in 2004 by the Committee of Sponsoring Organizations of the Treadway Commission (COSO), a group of professional associations of U.S accountants and financial executives that issues guidelines for internal controls. Although the framework mentions virtually every other ima...
Given this lack of common standards, even sophisticated companies have only a fuzzy idea of how to manage reputational risk. A large U.S. pharmaceutical company reflects the current state of practice among well-run organizations. It has an ERM system for managing operational and financial risks, as well as hazards from external events such as natur...
Effectively managing reputational risk begins with recognizing that reputation is a matter of perception. A companys overall reputation is a function of its reputation among its various stakeholders (investors, customers, suppliers, employees, regulators, politicians, nongovernmental organizations, the communities in which the firm operates) in spe...
Of course, organizations that actually meet the expectations of their various stakeholders may not get full credit for doing so. This often occurs when a companys reputation has been significantly damaged by unfair attacks from special interest groups or inaccurate reporting by the media. It also can happen when a company has made genuine strides i...
Undeserved poor or mediocre reputations can be maddening. The temptation is to respond to them with resignation and conclude: No matter what we do, people wont like us, so why bother? The reason executives should botherthrough redoubled efforts to improve reporting and communicationsis that their fiduciary obligation to close such reputation-realit...
Sometimes norms evolve over time, as did the now widespread expectation in most developed countries that companies should pollute minimally (if at all). A change in the behavior or policies of a leading company can cause stakeholders expectations to shift quite rapidly, which can imperil the reputations of firms that adhere to old standards. For ex...
Coordination is often poor because the CEO has not assigned this responsibility to a specific person. When 269 executives were asked in 2005 by the Economist Intelligence Unit who at their companies had major responsibility for managing reputational risk, 84% responded, The CEO. This means that nobody is really overseeing the coordination process. ...
Effectively managing reputational risk involves five steps: assessing your companys reputation among stakeholders, evaluating your companys real character, closing reputation-reality gaps, monitoring changing beliefs and expectations, and putting a senior executive below the CEO in charge.
Since reputation is perception, it is perception that must be measured. This argues for the assessment of reputation in multiple areas, in ways that are contextual, objective, and, if possible, quantitative. Three questions need to be addressed: What is the companys reputation in each area (product quality, financial performance, and so on)? Why? H...
Therefore, the old tool of clipping services needs to be supplemented with strategic media intelligence. This new tool not only analyzes every line in a story but also places the coverage of a company within the context of all the stories in the leading media (those that set the tone for the coverage of topics, companies, and people in individual c...
First, the company has to land and remain on the publics radar screen, which involves staying above what we call the awareness threshold: a minimum number of stories mentioning or featuring the company in the leading media. This volume, which must be continual, varies somewhat from company to company, depending on industry and country but not on co...
Next, the company must objectively evaluate its ability to meet the performance expectations of stakeholders. Gauging the organizations true character is difficult for three reasons: First, managersbusiness unit and functional heads as well as corporate executiveshave a natural tendency to overestimate their organizations and their own capabilities...
Some new tools should help address these issues. One of the most noteworthy is Extensible Business Reporting Language (XBRL). A version of the Internet standards technology Extensible Markup Language (XML), XBRL allows each piece of information in a financial statement to be electronically tagged so that it can be quickly and cheaply pulled into an...
Finally, companies need to understand how the media shape the publics beliefs and expectations. Dramatic changes in the amount of coverage influence how fast and to what extent beliefs and expectations change. The large volume and prominent display of stories on the backdating of stock options in recent months is one example of how the media can he...
Managing reputational risk isnt an extraordinarily expensive undertaking that will require years to implement. At most well-managed companies, many of the elements are already in place in disparate parts of the organization. The additional costs of installing and using the new tools described above to identify risks and design responses are in the ...
So the primary challenge is focus: recognizing that reputational risk is a distinct category of risk and giving one person unambiguous responsibility for managing it. This person can then identify all the parts of the organization whose activities can affect or pose risks to its overall reputation and enhance the coordination among its functions an...
Senior executives tend to be optimists and cheerleaders. Their natural inclination is to believe the praise heaped on their companies and to discount the criticism. But looking at the world and ones organization through rose-tinted glasses is an abdication of responsibility. Being tough-minded about both will enable a company to build a strong repu...
Dec 1, 2015 · For companies, one main question is thereby whether the level of corporate reputation or reputation damaging events (also referred to as “crisis events”) actually has an impact on corporate financial performance, e.g. due to a reduction in revenue caused by an adverse change in stakeholder behavior (e.g. higher costs of capital, less motivated e...
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May 1, 2020 · We measure reputation and legitimacy by surveying 509 professors from 47 different Spanish universities, considering pragmatic, moral and cognitive legitimacy types and analyze reputation in terms of performance, innovation, citizenship, services, governance, and workplace climate.
