Corporate Reputation and the Discipline of Corporate Communication

Communication and Sport: A Call to Action

“…She highlights that this perspective assumes that strategic communication can incorporate the experience and knowledge of many communication disciplines, including public relations, communication marketing, organisational communication, human resources management, to integrate and manage different messages under the same umbrella (Cornelissen, 2008). Brønn (2013) refers that organisations need to take a long-term approach to build and manage their communication assets like reputation, which involves strategy, marketing, human resources management, and communication. The author even claims that there is already ample evidence that the responsibility for building reputation, from a strategic focus, lies, if not entirely, then substantially, in the role of strategic communication.…”

“…If strategic communication tends to be seen as indispensable for creating a distinctive image, creating a solid institutional brand and developing it is a central idea in the organisational reputation literature (Brønn, 2013;Dowling, 1994;van Riel, 1995). For van Riel and Fombrun (2007), the success of the organisation's entire communication system is measured by its reflection on the organisation's reputation.…”

“…(p. 5) For Kitchen (1997), strategic communication incorporates three main components: marketing communication, human resources, and public relations. The integrated vision of Cornelissen (2008), who considers the coordination of all communication media efforts, is underlined by Brønn (2013). For the author, strategic communication is seen holistically as a mindset since its main objective is to manage all the processes that integrate and involve communication as a whole.…”

The Reputational Landscape of Medical Device Companies: A Hospital Procurement Manager's Persepective.

“…Amidst this environment, the requirements and objectives of corporate communications have been described more accurately. This includes building and safeguarding reputation as one of the most important goals, if not the core philosophy of all corporate communication activities (Brønn, 2013;Chen, 2011;Shamma, 2012). At the same time, corporate reputation is widely discussed by communication academics.…”

“…Only a few reputation scales in the literature included transparency as own attribute (Gardberg, 2006;PatientView, 2017;Plotnick, 2010;Renner, 2011;Walsh & Beatty, 2007). An inclusion of transparency in the initial model was considered because it represents the perspective of corporate communication scholars on reputation (Brønn, 2013;Van Riel & Fombrun, 2007). In addition, it is part of previous healthcare reputation research (PatientView, 2017;Renner, 2011) and the extraordinary desire of Germans for transparency in order to avoid risks (Walsh & Wiedmann, 2004).…”