Reputation as a Benefit<i>and</i>a Burden? How Stakeholders’ Organizational Identification Affects the Role of Reputation Following a Negative Event

Zavyalova, Anastasiya; Pfarrer, Michael D.; Reger, Rhonda K.; Hubbard, Timothy David

doi:10.5465/amj.2013.0611

Cited by 207 publications

(270 citation statements)

References 100 publications

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“…The signal of CSR, accordingly, will enable various stakeholders to believe that the firm will deliver values for the society [41]. The engagement of CSR can reinforce the social approval of the firm from stakeholders [32]. Such socially-constructed perception on the firms can be a part of organizational reputation.…”

Section: Csr Performance and Foreign Ownershipmentioning

confidence: 99%

“…Stakeholders, defined as "any group or individual who can affect or is affected by the achievement of the organization's objectives" [29] (p. 46), construct general reputation of the firm by establishing the public recognition and social approval of it [30,31]. Inter-relationships between the firm and its stakeholders develop over time, and it can prompt stakeholders to make positive contributions to the organization [32][33][34]. For example, if a firm develops various ways to secures equal employment or training and career development of its employees, employees in the firm are likely to have strong organizational commitment [35,36].…”

Section: Csr Performance and Foreign Ownershipmentioning

confidence: 99%

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Corporate Social Responsibility as a Strategic Means to Attract Foreign Investment: Evidence from Korea

2017

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This study examines how foreign investment can be driven by corporate social responsibility (CSR). By specifying the underlying mechanism of foreign investors' stock picking behavior, we argue that CSR can attract foreign investment. Given that CSR actions are taken to meet various needs of its stakeholders, the host firm can convey a reliable signal to foreign investors as well as the stakeholders. As such, foreign investments can be increased in the host firm. This idea is examined in a sample of Korean firms. We hypothesize that Korean firms, as host firms, will have more foreign investments, instantiated by foreign ownership, if they are more actively engaged in CSR. To test this argument, we collected a panel dataset of the Korea Economic Justice Institute (KEJI) Index between 2004 and 2009 to measure CSR performance of the firm. We estimated foreign ownership with respect to CSR performance. As a result, we found a positive effect of CSR performance on foreign ownership. Given the importance of foreign investment in host countries, this study opens an avenue that can account for foreign investors' stock-picking behavior.

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Section: Csr Performance and Foreign Ownershipmentioning

confidence: 99%

Section: Csr Performance and Foreign Ownershipmentioning

confidence: 99%

Corporate Social Responsibility as a Strategic Means to Attract Foreign Investment: Evidence from Korea

2017

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“…In this sense, disclosure of information affects the perception of stakeholders about how the company, significantly influences the reputation of the firm and is a key element to safeguard the identity of the corporation (Hooghiemstra, 2000). This is not the only benefit of corporate reputation, as this stock variable (Zavyalova et al, 2016) is the result of trustworthy behavior (Hosmer, 1995) and provides other benefits such as financial value (Schnietz & Epstein, 2005), positive effects on human resources or consumer interest (Hogarth et al, 2016) and generates status (George et al, 2016), which encourages companies to improve the way of achieving corporate reputation.…”

Section: Csr Transparency and Corporate Reputationmentioning

confidence: 99%

“…This study focuses on the relationship between CSR and corporate reputation and contributes to the current literature by highlighting that the company will achieve higher reputation by implementing CSR actions when transparency beyond disclosure is included and examined. Delving into this relationship is motivated by the benefits that greater reputation may have for a company (Zavyalova, Pfarrer, Reger, & Hubbard, 2016), for example financial value (Schnietz & Epstein, 2005), employee recruitment and retention benefits (Hogarth, Hutchinson, & Scaife, 2016), customer interest (Hogarth et al, 2016) or status (George, Dahlander, Graffin, & Sim, 2016).…”

Section: Introductionmentioning

confidence: 99%

The mediating effect of transparency in the relationship between corporate social responsibility and corporate reputation

Baraibar‐Diez¹,

Sotorrío²

2018

RBGN

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Purpose -This study attempts to shed light on the relationship between the implementation of corporate social responsibility (CSR) actions and the creation of corporate reputation. We go further and wonder which is the role of transparency -a step beyond disclosure -in that relationship.Design/methodology/approach -A structural equations model using the statistical package lavaan in R is applied to 22 Spanish listed companies during the period 2002-2015.Findings -The proposed model shows that transparency mediates the path between corporate social responsibility and corporate reputation.Originality/value -This paper highlights the importance of transparency beyond disclosure since information aims to meet certain criteria such as relevance, understandability and timeliness. A new measurement for transparency analyzed its mediating effect in the relationship between corporate social responsibility and corporate reputation.

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“…The literature review (see also Table 1-2) reveals that few studies were carried on higher education contexts and the majority of them on students OID or alumni (Zavyalova et al, 2016) and very few on staff and mostly qualitative in nature (Puusa & Kekale, 2015;Humphreys & Brown, 2002).…”

Section: Antecedents and Forms Of Organisational Identificationmentioning

confidence: 99%

Revisiting the Organisational Identification Assessment from a managerial perspective: A case study on a Romanian public University

Mălăescu¹,

Chiribuca²,

Bogdan³

et al. 2017

JRHE

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Abstract:Although there is a large body of literature on organizational identification (OID), in recent years few of them have addressed the higher education context, mostly on student's identification and rarely on the identification of academic and research staff. Of these, their main focus is usually on different constructs, exploring OID in its role as mediator/moderator of these organizational issues and most often only one form of OID is acknowledged. The theoretical progress is evident, the essential necessity for large organizations to foster a sense of oneness in employees is acknowledged. However, from a managerial perspective, the issues of how many or which antecedents should be nurtured in this context in order to obtain results and the doubtful adaptability of considering just one form of OID are almost a decade old. This paper presents and discusses the results of a survey carried out on 1072 academics and researchers from Babes-Bolyai University, Romania. By assessing three forms of OID (OID, ambivalent identification and neutral identification) and certain relevant antecedents in the case of a large public university, the study addresses a gap in recent literature. Results are consistent with the Extended Model of Organizational Identification and strengthen the need to acknowledge the operational importance of ambivalent and neutral identification from a managerial perspective in the case of higher education employees. Theoretical contributions and practical implications of results are also discussed.

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Reputation as a Benefitanda Burden? How Stakeholders’ Organizational Identification Affects the Role of Reputation Following a Negative Event

Cited by 207 publications

References 100 publications

Corporate Social Responsibility as a Strategic Means to Attract Foreign Investment: Evidence from Korea

Corporate Social Responsibility as a Strategic Means to Attract Foreign Investment: Evidence from Korea

The mediating effect of transparency in the relationship between corporate social responsibility and corporate reputation

Revisiting the Organisational Identification Assessment from a managerial perspective: A case study on a Romanian public University

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