...Corporate Reputation Review Volume 12 Number 4 A Systematic Review of the Corporate Reputation Literature: Definition, Measurement, and Theory Kent Walker Asper School of Business, University of Manitoba, Winnipeg, Manitoba, Canada ABSTRACT A systematic review of the corporate reputation literature is conducted. The final sample of 54 articles (and one book) consists of well-cited papers, and papers in journals that have published high quality work in corporate reputation. The sample is then analyzed and the three fundamental problems in the reputation literature are addressed – the need for a comprehensive and well-accepted definition, the difficulty in operationalizing corporate reputation, and the ongoing need for more developed theory. Two main findings evolve from this analysis: (1) reputation may have different dimensions and is issue specific, and (2) different stakeholder groups may have different perceptions of corporate reputations. The implications for future research are discussed. Corporate Reputation Review (2010) 12, 357–387. doi:10.1057/crr.2009.26 KEYWORDS: corporate reputation; definition; operationalization; organizational identity; organizational image; systematic review INTRODUCTION There are many reasons why organizations and researchers should care about corporate reputation. The relationship between reputation and a sustained competitive advantage is widely acknowledged in the literature (eg, Fombrun and Shanley, 1990; Fombrun, 1996;...
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...8 8.0 Chapter Headings 9 9.0 Time Schedules 10 INTERIM REPORT: 1. Working Title An analysis of the relationship between corporate social performance and corporate reputation. The case of Tesco and its child education policies. 2. Background information: I chose to research in this area as I am interested in the PR area of business and the importance of reputation building to a company. I find it interesting that supermarkets are beginning to target children through their PR strategies and would like to find out their motives. 3. Nature of submitted work: Report. 4. Aims and objectives: AIM: To examine the impact of child education-based PR strategies carried out by British supermarkets. OBJECTIVES: - To investigate current issues surrounding PR strategies of UK supermarkets aimed towards child education. - To uncover opinions of the use of child education policies from the supermarkets, the schools and the general public. - To discover the extent to which Tesco’s reputation is based on its child education policies. 5. Initial literature review: Text Books: - Chun, R., Vinhas Da Silva, R., Roper, S. (2002) Corporate Reputation and Competitiveness. London: Routledge. This book gives a review of how reputation is managed at the present time, how useful it can be, and...
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...8 8.0 Chapter Headings 9 9.0 Time Schedules 10 INTERIM REPORT: 1. Working Title An analysis of the relationship between corporate social performance and corporate reputation. The case of Tesco and its child education policies. 2. Background information: I chose to research in this area as I am interested in the PR area of business and the importance of reputation building to a company. I find it interesting that supermarkets are beginning to target children through their PR strategies and would like to find out their motives. 3. Nature of submitted work: Report. 4. Aims and objectives: AIM: To examine the impact of child education-based PR strategies carried out by British supermarkets. OBJECTIVES: - To investigate current issues surrounding PR strategies of UK supermarkets aimed towards child education. - To uncover opinions of the use of child education policies from the supermarkets, the schools and the general public. - To discover the extent to which Tesco’s reputation is based on its child education policies. 5. Initial literature review: Text Books: - Chun, R., Vinhas Da Silva, R., Roper, S. (2002) Corporate Reputation and Competitiveness. London: Routledge. This book gives a review of how reputation is managed at the present time, how useful it can be, and...
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...Accounting, Auditing & Accountability Journal Corporate social reporting and reputation risk management Jan Bebbington Carlos Larrinaga Jose M. Moneva Article information: Downloaded by University of Strathclyde At 07:57 17 October 2014 (PT) To cite this document: Jan Bebbington Carlos Larrinaga Jose M. Moneva, (2008),"Corporate social reporting and reputation risk management", Accounting, Auditing & Accountability Journal, Vol. 21 Iss 3 pp. 337 - 361 Permanent link to this document: http://dx.doi.org/10.1108/09513570810863932 Downloaded on: 17 October 2014, At: 07:57 (PT) References: this document contains references to 70 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 10839 times since 2008* Users who downloaded this article also downloaded: Jeffrey Unerman, (2008),"Strategic reputation risk management and corporate social responsibility reporting", Accounting, Auditing & Accountability Journal, Vol. 21 Iss 3 pp. 362-364 Carol A. Adams, (2008),"A commentary on: corporate social responsibility reporting and reputation risk management", Accounting, Auditing & Accountability Journal, Vol. 21 Iss 3 pp. 365-370 Pekka Aula, (2010),"Social media, reputation risk and ambient publicity management", Strategy & Leadership, Vol. 38 Iss 6 pp. 43-49 Access to this document was granted through an Emerald subscription provided by 117974 [] For Authors If you would like to...
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...type of risk can be informational in nature or even financial. Extreme cases may even lead to bankruptcy. Recent examples of companies include: Toyota, Goldman Sachs, Oracle Corporation and BP. Damage to a firm's reputation can result in lost revenue or destruction of shareholder value, even if the company is not found guilty of a crime. 3. Reputational risk can be a matter of corporate trust, but serves also as a tool in crisis prevention. A strong, positive business reputation is an extremely valuable asset for any organization. 4. There are also several reasons for why reputational risks important. 5. There are three determinants of reputational risk. The first one is reputation-reality gap, next is changing beliefs and expectations and the last one is quality of internal coordination. 6. Lets talk about reputation-reality gap first. If the company enjoys an undeservedly high reputation, there is a high risk that the truth could be revealed and substantiated. This revelation could then be very damaging. Clearly, the ability to accurately assess reputation in relation to true character is a critical factor. 7. Next one is changing beliefs and expectations. Shifting expectations and beliefs of stakeholders can widen (or narrow) the reputation gap. In other words, if the company operates in an environment where beliefs about the company and expectations of the company can change quickly, then there is a high risk that the company will find itself out of...
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...is at the centre of reputation management, it requires a clear corporate mission and philosophy. -Trust and credibility from public are indispensable to build a strong brand image (Schweizer & Wijnberg, 1999). -Brand personality and identity must be clearly understood by each stakeholders to portray the brand values. -The culture and values of a brand are a key part of the brand image. Improve Financial performances -Good reputation leads to higher customer retention (Caminiti, 1992; Preece et al., 1995) so increase repurchasing. -Customers are willing to pay higher prices for a product/service sold by a company with a good reputation. -Good reputation improve customers satisfaction (Markus Eberl and Manfred Schwaiger, 2004). -Past financial performances can impact the current reputation which can impact the future financial performances. -All of these elements have a positive impact on profit. Develop relationship with stakeholders -“Any group or individual who can affect or is affected by the achievement of an organisation’s objectives” (Freeman, 1984, p.46). -Shareholders, customers, employees, business partners, media, government, local communities, environment. -The company must communicate efficiently, transparently and use different ways of communication for each stakeholder to maintain and develop strong relationship (Benjamin A. Neville, Simon J. Bell and . Bulent Menguc, 2005). Create a competitive advantage -Reputation like brand image is...
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...* * How and why is it important for businesses to engage with the media during a crisis? What strategies are successful in external communications for business during such times? Compare & contrast two news stories which centre on a crisis for different businesses giving detailed analysis of each communications strategy. This Essay will begin by reviewing crisis definitions and message strategies. Next it will explore translation strategies used by organisations involved in a crisis to communicate with stakeholders. The essay will then consider Ford–Firestone’s tire failure crisis of 2000 as an example of poor crisis management, and contrast toy maker Mattel’s recall crisis of 2007 as an example of successful crisis management. It will first lie out the rhetorical context of each case before embarking on a detailed analysis equating the effectiveness of both firms’ external communications, and in the case of Ford-Firestone, how these might have been alternatively approached in order to avoid detrimental reputational damage. * Fink (1986, from King, 2000) defines an organisational crisis as ‘a situation that can potentially escalate in intensity, fall under close government or media scrutiny, jeopardize the current public image of the organisation or interfere with normal business operations.’ Pearson and Mitroff support this in their ‘five dimensions of a crisis’, explaining that the situation will be ‘highly visible, require immediate attention, have a surprise...
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...consumer’s perception, that the reputation of the auto industry is rated very favorably. Even though pollution is still seen as one of the biggest shortcomings for personal vehicles, prior to this event, the majority of consumers felt that the auto industry was progressing with emission reductions and investments in renewable energy sources. Consumers also felt that the industry actively sought solutions to challenges, made products that improved the quality of life, and could be trusted in the long term. This outlook of the auto industry’s reputation comes from a survey of 14,000 interviews across 18 countries and was sponsored by the International Organization of Motor Vehicle Manufacturers (OICA). The survey was conducted by polling institute TNS Sofres. The industry itself scored extremely high and was largely considered as an industry that could be trusted and is innovative. Now, however, this scandal has left many feeling a sense of distrust and betrayal. “When the idea of “transparent leadership” which is based on honesty and sharing what is pertinent is violated, it undermines consumer and team spirit, corporate productivity and the trust of both”. (Pagano, Barbara/Pagano, Elizabeth). In addition to this, the lack of honesty by way of omission once discovered, can lower morale and profitability. As seen in this case, millions or billions of dollars will need to be spent on damage control which will have a negative impact on corporate financial operations and loss...
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...Case: Mitsui & Co: The DPF Incident 1. Analyze the strategy Utsuda put in place for Mitsui. What would you change? Why? Problem definition: Mitsui & Co. is involved in a second corporate scandal, even though the company has tried to change the corporate culture after the first corporate scandal, in order to prevent this from ever happening again. We can analyze Utsuda’s strategy by using the STAR Model by Edward E. Lawler (1996). Strategy * Mitsui wants to become a global business enabler that meets customer needs. * Company strategy: * Who: customers throughout the world (company is present in 79 countries). * What: a broad array of products and services in five business areas. * How: by embracing the challenge of continuous innovation and the belief that employees are the core drivers of value. Structure * Mitsui is one of the largest corporate conglomerates in Japan and operates in five different business areas: * Petroleum and natural gas. * Information technology, electronics and power plants. * Chemical production. * Minerals and metals. * The company is matrix-oriented and split into three regions, which are managed independently. * Thirteen headquarter business units serve as cross-regional, vertically integrated functions. Rewards * Mitsui offers lifetime employment. * The company has a results-based remuneration scheme that focusses on short-term quantified targets and...
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...intoso-called "media frenzies". Reporters are forced by the nature of the competition to pry everdeeper for an angle on a story that no one else has been able to uncover. With this type of media coverage, it does become more and more likely that anyone who is subjected to it willhave his or her reputation tarnished, as no individual is perfect. Everyone makes mistakes. Theadvances in technology have made much information easily and instantaneously available.Technology has also made it easier to dig further than ever before into a person's past,increasing the possibility that the subject's reputation may be harmed.The above statement is much too broad, however. "Anyone" covers all people all over theworld. There are people whose reputations have only been enhanced by media scrutiny. Thereare also people whose reputations were already so poor that media scrutiny could not possiblydiminish it any further. There may very well be people that have done nothing wrong in thepast, at least that can be discovered by the media, whose reputations could not be diminishedby media scrutiny. To broadly state that "anyone" subjected to media coverage will have his orher status sullied implies that everyone's reputation worldwide is susceptible to damage underany type of media scrutiny. What about children, particularly newborn children? What aboutthose people whose past is entirely unknown?Another problem with such a broad statement is that it does not define the particular level of media scrutiny. Certainly...
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...been built using consistent standards and specifications, despite the fact that the suppliers are “selected on the basis of quality”. Reputational Risk Definition: A speculative uncertainty that is associated with the public’s perception of a company because of quality controls around a product, service delivery and the overall customer experience. Application: There is a risk that Bulldog Trailers Ltd may have a tainted reputation as the result of the possibility of clients not being satisfied with the quality of the “extras”. The clients may spread the word about the poor quality of the “extras” and return the trailers for a full refund. Third party risk Definition: A pure (outcome that can only be bad) uncertainty linked with the reliance on third parties to deliver critical components of the finished product. Application: There is a risk that the external suppliers may delay delivery of the “extras” to Bulldog Trailers Ltd, which creates a possibility of Bulldog delivering the completed trailer late to the consumer. This may harm the reputation of the company as the clients could spread the...
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...protection strategies against any governmental restrictions and limitations. Economic Aspect Being the world's largest and competitive industry in terms of banking and finance, HSBC, is said to have a stable and successful economic stability. In spite of many dangers that they encounter in different parts of the world, the management of HSBC sees to it that they would be able to surpass such struggles and strives to have a better economic condition. Social Aspect HSBC is being affected by the situation of the society in which they are operating. Along with this, HSBC tries harder to make sure that each society is given equal chances to take advantage of the resources given by the organisation. The company adheres to having good reputation and relations in the society that they belong. Technological Aspect The emergence of information technology and internet affects how HSBC has been operating in the past years. The company adopts different IT/IS systems and used internet to reach their customer all over the world and to know the latest trends in the global business. Aside from these, the company also uses facilities which helps them improved their productions and...
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...Many people are concerned about winning. In sports, players are at the point where winning seems to be the most important thing. Some players engage in trash talking their opponents in order to gain a psychological advantage. The players do not always know the negative effects that trash talking can lead to. In the local 16 and up recreational softball league, there is a team that does a lot of trash talking. The end of the season meeting is coming up, and one of the coaches is debating if he should take action in trying to end the trash talking. I believe that a policy should go into effect with penalties and rules for teams to follow in order to provide fans with a healthy game atmosphere. Trash talking has become very common in many sporting events. Players tend to act as if they can say whatever they want to, whether it is on the field or on the court. Just because it is a game, does not make it right to do so. Trash talking may seem innocent to the person saying it, but it can actually greatly hurt the one it is being directed towards. All players are not able to ignore trash talking as well as others might be. This can especially be the case if an individual is new to sports or not used to being around trash talk. Trash talking can do more damage than just mess up a player’s performance. Trash talking can hurt a person both mentally and physically. A person who is used to having trash talking statements directed at them could start to lose a great amount of...
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...audience / Connect with your audience a. What is in it for them to spend time to listen to your presentation? b. Don’t leave them in dark or puzzled after your messages… c. Could have a small appropriate joke if deemed to be suitable for the presentation 2. Set a clear / honest objective for the presentation a. What messages and bangs are you delivering? b. What do you want from them…etc? 3. Speak in audience’s language a. You can lose them very quickly if not presented in the language / terms they understand b. Financial data for non finance people…etc – summarize it in their simple terms 4. Open and close strong / with a bang (impression and perception matter) a. Strong start captures attention b. Finish strong leave a good reputation and creditability; may collapse the whole presentation otherwise c. Be memorable 5. Be concise and clear to your points a. Cut out the noises and frills when it comes to “seeking” 6. Break your talk into bite-size pieces / digestible messages a. Remember they can retain 7 things – max 3 take away 7. Make good use of your visuals aid a. Add a bit of animation if possible - (may not suitable for all presentations) b. also a picture speaks of a thousand words 8. Hand out the right things at the right time a. Otherwise, they will read instead of listening to you 9. Finish on time (Cut off means cut off) a. Control the pace and don’t waste audience’s time 10. Overcome nervous feeling (hard but has to be done – deliver in confidence) ...
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...Jack Synesael Peppercorn Case Analysis Organization Development 10-11-2015 Question Responses: The partners from Square One Consulting seemed to have an extreme interest in the operations of Peppercorn Dining. Right from the beginning, with the help of Erica’s firsthand experience, each member was able to grasp a brief understanding of the daily procedures necessary for a successful day of service. Given such a brief time for data collection, each member seemed to do a good job at retrieving interview and observation data. One thing I noticed was the cohesiveness of Lynn, Roger and Erica. They never let a moment slip by without collecting some type of information and sharing it with each other. With respect to data gathering in general, I believe it was an affective attempt at diagnosis. With no set game plan, each member was able to sit down and converse with various members of the unit and still allow for normal day operations. No employees seemed to dislike their presence and each interview gave a unique viewpoint of the dining area with specific and useful data. However, the content of their data seemed to be a little unorganized and rushed. Seeing as though they only had a few days to collect and conduct their results, I understand their obstacles. Perhaps, they should have taken more time to display their results to show the vast areas for improvement. It didn’t seem like one specific area needed improvement, it consisted of various department issues. If they could...
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