Dilemmas of Reputation Risk Management: Theoretical Study

Szwajca, Danuta

doi:10.1057/s41299-018-0052-9

Cited by 9 publications

(5 citation statements)

References 35 publications

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“…Thus, considering reputation as assessment provides the most comprehensive view of the concept (ibid). Although it is acknowledged that each of the stakeholder groups has different relationships with the organisation, as well as different expectations from it, and they thus evaluate it from a different perspective, reputation as a concept is a collective, aggregated perception of multiple stakeholder groups (Szwajca 2018; see also Walker 2010). Thus, it can be regarded as overall assessment or a combination of views and impressions (e.g.…”

Section: Reputation and Its Managementmentioning

confidence: 99%

“…Stakeholders' views are formulated from a range of sources, including their own experiences with an organisation, its advertisement and other paid communication, and unpaid media time. Third-party judgements, in terms of, for example, word of mouth, also influence the formation of reputation (Szwajca 2018;see also Vidaver-Cohen 2007). Further, reputation as a theoretical construct is typically regarded as stakeholders' overall assessment of all areas of an organisation's activities, and it is thus accumulated from assessments of economic and financial activities, through organisational, personal and social ones, up to ethical, legal and moral ones.…”

Section: Reputation and Its Managementmentioning

confidence: 99%

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Revisiting the five problems of public sector organisations and reputation management—the perspective of higher education practitioners and ex-academics

Kuoppakangas

Suomi

Stenvall

et al. 2019

Int Rev Public Nonprofit Mark

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The extant literature has identified five problems related to public sector organisations and their reputation management: politics, consistency, charisma, uniqueness and excellence. This study examines whether and how the problems of reputation management occur in public higher education by collecting qualitative data from 40 interviews. The study sheds light on the perceptions of a group that has been largely neglected in previous studies: namely, doctorates who have exited academia, or ex-academics. In addition to ex-academics, interviewees also included their employers and university leadership. The analysis follows a thematic qualitative approach with an abductive logic. The study provides empirical evidence of the content of the problems in higher education and discusses recent related transformations in higher education. The findings show that, in terms of reputation management, the most challenging matters appear to be knowledge transfer and the applicability of research to practice. These challenges are cross-cutting and apparent from different angles across all five problems of reputation management. This study contributes to the academic literature on reputation management in the public sector by applying prior conceptual categorizations and employing a comprehensive set of empirical data with a fresh perspective. The study presents implications for higher education policy makers and managers and emphasises the need for university management to minimise the duality between different types of workers, as this duality threatens university reputations in general and consistency in particular.

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Section: Reputation and Its Managementmentioning

confidence: 99%

Section: Reputation and Its Managementmentioning

confidence: 99%

Revisiting the five problems of public sector organisations and reputation management—the perspective of higher education practitioners and ex-academics

Kuoppakangas

Suomi

Stenvall

et al. 2019

Int Rev Public Nonprofit Mark

View full text Add to dashboard Cite

show abstract

“…Antonetti & Maklan, 2016, p. 18; Busenbark et al., 2019). This strand of research emphasizes how observers perceive a CSI event and interpret it through their cognitive frames, sometimes diverging with the objective reality of the CSI event (Busenbark et al., 2019; Szwajca, 2018). From this view, affective factors shape perceptions and expectations, which can lead to the formation/triggering of certain biases.…”

Section: Methodsmentioning

confidence: 99%

The social regulation of corporate social irresponsibility: Reviewing the contribution of corporate reputation

Nardella

Brammer

Surdu

2022

Int J Management Reviews

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Whilst it is assumed that stakeholders penalize and deter corporate social irresponsibility (CSI), instances of CSI persist. Correspondingly, the literature on social regulation—which describes how non‐governmental stakeholders exert their regulatory influence on organizations—remains fragmented. To act as a springboard for future studies, this review examines the contribution of corporate reputation to our understanding of how CSI is socially regulated. Our analysis of a large (n = 448 studies) multidisciplinary body of literature unearths a set of nuanced relationships between CSI and corporate reputation. We synthesize a conceptual framework in order to map the diverse landscape of literature and its contributions. We then highlight important gaps among—as well as between—research streams to present a future research agenda. Accordingly, this review contributes to closing ‘the loop’ between CSI, corporate reputation and social regulation, thereby opening up new pathways for future research.

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“…Today corporate reputation is a full-fledged scholarly topic, with many research articles and even its own journal (Corporate Reputation Review by Springer). Research shows that reputation is a very valuable resource for a contemporary enterprise because it may create its long-term competitive advantage and market value, and while it may take many years to build a strong, positive reputation, this can be damaged relatively quickly (Szwajca, 2018). Moreover, research reveals that the degree of customer loyalty has a tendency to be higher when perceptions of both corporate reputation and corporate image are strongly favorable (Nguyen & Leblanc, 2001).…”

Section: Corporate Reputation and Social Mediamentioning

confidence: 99%

Targeting Reputation: A New Vector for Attacks to Critical Infrastructures

Giacomello¹,

Preka²

2021

CIS

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A substantial portion of critical information infrastructures in advanced economies comprises former public utilities, which in the 1980s/90s were fully or partially privatized, a change justified mainly on economic efficiency grounds. This entailed that these utility companies had to compete in the free market, thus being exposed to the same risks/opportunities as private companies. Much like businesses in other industrial sectors, utility companies have increasingly joined social media over the last decade, as ‘digital’ visibility through social networking platforms, such as Facebook, Twitter, and Instagram has become fundamental. The new (privatized) utilities have relied on marketing and ad campaigns to promote their business and generate revenues. Trust and reputation for companies are primary resources to attract new customers and/or keep old ones, especially for companies with a wide customer base. Trust and reputation are difficult assets to preserve on social media, as they can be subject to negative attacks, including fake campaigns. This paper is a probe that explores a potential attack vector to critical infrastructures via weakening customer and investor trust in (the now private) utilities by blemishing CII-utilities’ reputation on social media. More specifically, the paper considers the possibility of attacks that have the potential to undermine the stability and reliability of critical infrastructures and advances a preliminary justification of why that may happen. We do this by looking at cases in which negative social media campaigns with fake content have been successfully implemented via digital tools.

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Dilemmas of Reputation Risk Management: Theoretical Study

Cited by 9 publications

References 35 publications

Revisiting the five problems of public sector organisations and reputation management—the perspective of higher education practitioners and ex-academics

Revisiting the five problems of public sector organisations and reputation management—the perspective of higher education practitioners and ex-academics

The social regulation of corporate social irresponsibility: Reviewing the contribution of corporate reputation

Targeting Reputation: A New Vector for Attacks to Critical Infrastructures

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