Reputation as a Driver in Activity Level Analysis: Reputation and Competitive Advantage in Knowledge Intensive Firms

Sheehan, Norman T.; Stabell, Charles B.

doi:10.1057/crr.2010.19

Cited by 27 publications

(12 citation statements)

References 42 publications

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“…In addition, a number of other researches have utilized a combination of objective and subjective measures (Morgan, Vorhies, & Mason, 2009). The reputation has an important role in value creation and competitive advantage (Sheehan & Stabell, 2010). A company achieves competitive advantage when it creates more value for the customers than competitors, so that the customers find that company's products and services better than the competitors.…”

Section: Competitive Advantagementioning

confidence: 99%

An Exploratory Model of Competitive Advantage through Dynamic Capabilities and Differentiation Approach for Knowledge-Based Companies

Khaligh

Haghighi

Nazari

et al. 2020

Preprint

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The competitive struggles in high-tech environment have featured the necessity to infer how competitive advantage is gained. Dynamic capabilities emphasize the nature of future competition, acceleration in innovation growth, and the role of strategic management in adaption, integration, and reconfiguration of organizational skills, resources, and competences toward shifting environment. This inquiry is based on an inductive approach. The qualitative research is primarily started with exploratory purpose through grounded theory strategy. Then, it is continued with quantitative type of study, explanatory and descriptive purposes through survey and correlational research strategies. The probe concepts and variables are analyzed in 30 top knowledge-based companies of Iran working on electronics and informatics field. The results indicate that achieving knowledge-centricity main phenomenon through dynamic capabilities requires presence of value creation on the basis of resource orientation together with competences. The knowledge-based companies can reach the summit and sustainable success in the knowledge-centricity main phenomenon when they consider two specialized paths related to the differentiation and knowledge-based strategies. Environmental cognition, knowledge management, knowledge approaches, branding and brand management, and strategic agility are identified with a positive and significant effect on both strategies.

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Section: Competitive Advantagementioning

confidence: 99%

An Exploratory Model of Competitive Advantage through Dynamic Capabilities and Differentiation Approach for Knowledge-Based Companies

Khaligh

Haghighi

Nazari

et al. 2020

Preprint

View full text Add to dashboard Cite

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“…It is well established that reports of illegal behavior cause negative abnormal stock returns and other financial harms to corporations (Frooman ; Wood ). The effects on corporate reputation that occur when employees engage in violations of the law—brought about in large part because stakeholders such as communities, customers, employees, and suppliers change their behavior in response to such reports in ways that harm shareholder interests—are significant (Heymann ; Sheehan and Stabell ). Because the illegal and unethical behavior of employees is frequently imputed back to the corporation as a matter of law and stakeholder action, it follows that shareholders have an interest in employee integrity.…”

Section: Organizational Legal and Ethical Obligations Related To Emplmentioning

confidence: 99%

Further Beyond the Basic Background Check: Predicting Future Unethical Behavior

Brody

Perri

Buren

2015

Business and Society Review

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In this paper, we analyze the ethical issues of using honesty and integrity tests in employment screening. Our focus will be on the United States context: legal requirements related to applicant privacy differ in other countries, but we posit that our proposed balancing test is broadly applicable. We start by discussing why companies have ethical and legal obligations, based on a stakeholder analysis, to assess the integrity of potential employees. We then move to a consideration of how companies currently use background checks as a preemployment screening tool, noting their limitations. We then take up honesty and integrity testing, focusing particularly on the problems of false positives and due process. We offer a balancing test for the use of honesty and integrity testing that takes in three factors: Richard G. Brody is Douglas Minge Brown Professor,

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“…Investors are willing to pay more for the stock of a company that has a good reputation. 45,46 Also corporate reputation has a positive effect on financial performance. 36 In addition, a favorable corporate reputation can greatly benefit tour operators in other ways, including allowing easier entry to new markets and brand extensions, supporting sustainability within a market, charging premium prices for products, 47 attracting higher-quality and larger amounts of investments from the stock market, maintaining a high spirit among employees, contracting lower costs with suppliers, enabling successful mergers and acquisitions, and supporting and enhancing new products' introduction and recovery strategies in the event of a crisis.…”

Section: The Importance Of Corporate Reputationmentioning

confidence: 99%

Determining the Critical Factors Affecting Tour Operator Reputation Based on Stakeholders' Perceptions: Reputation Quotient Approach

Khairat

Maher

2015

Journal of Association of Arab Universities for Tourism and Hos

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In today's highly competitive, dynamic and turbulent business environment, tour operators strive to search for ways to differentiate their offerings and build favorable relationships with company's stakeholder groups. Reputation is an important mean by which tour operators can maintain a sustainable competitive advantage and ensure a long term relationship with multiple stakeholder groups. A good feeling about a tour operator, its activities, workplace, past performance and future prospects by key stakeholders can lead to a positive stakeholder's decision about the tour operators. More favorable reputation increase organization performance and attract investors, customers and high-performance employees. Moreover, it enhances customer and employee's loyalty. Thus, in order to manage corporate reputation, it is necessary to establish sound reputation measurement mechanisms, which inform tour operators of the reputation perceptions which limit or enhance their ability to attract a particular form of support from their stakeholders. The purpose of this study is to explore the most important factors that determine the link between tour operators' corporate reputation and stakeholders' decisions regarding cooperation in services providing or supporting the operations of a company. In this context, hotels are chosen as the most important stakeholder in tour operator business. In order to achieve the objectives of the study, a model is developed based on the Corporate Reputation Quotient (CRQ) approach. This model is transformed into a questionnaire and 197 hotels' managers have been asked through this questionnaire to identify the most important factors that lead to the creation of the tour operators' corporate reputation. The results determine that the "Financial Performance‖ factor leads to a more favorable reputation. Moreover, concentrating on the "Vision and Leadership" factor can result in a positive perception of the company. On the other hand, the "Emotional Appeal" and "Social Responsibility‖ factors do not increase the diagnostic value of the corporate reputation. The results also show that there is a significant difference between hotels' categories (four or five stars) in their perception of the importance of the corporate reputation factors with respect only to the -Products and Services‖, -Vision and Leadership‖, and -Workplace Environment‖. Finally, there is a significant difference between hotels' gross revenue with respect only to the factors -Products and Services‖ and -Vision and Leadership‖ of tour operator reputation.

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Reputation as a Driver in Activity Level Analysis: Reputation and Competitive Advantage in Knowledge Intensive Firms

Abstract: Porter ' s (1985, 1998) activity level analysis tool, the value chain, is widely cited by academics, taught in classrooms, and applied by practitioners. Porter (1985Porter ( , 1991

Cited by 27 publications

References 42 publications

An Exploratory Model of Competitive Advantage through Dynamic Capabilities and Differentiation Approach for Knowledge-Based Companies

An Exploratory Model of Competitive Advantage through Dynamic Capabilities and Differentiation Approach for Knowledge-Based Companies

Further Beyond the Basic Background Check: Predicting Future Unethical Behavior

Determining the Critical Factors Affecting Tour Operator Reputation Based on Stakeholders' Perceptions: Reputation Quotient Approach

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