Understanding a Leader’s Behaviour: Revisiting the Role of Reputation Management in Leadership Research

Schnee, Christian

doi:10.1057/s41299-017-0018-3

Cited by 3 publications

(3 citation statements)

References 47 publications

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“…It was felt that the overall balance of benefits and costs would be negative over the long run (Kaplinsky and Farooki, 2010; Puck et al , 2018). The MNE was a family firm, and this result is entirely consistent with the family firm literature which notes that family leaders have to protect their companies’ reputation and care about their network support (Schnee, 2017).…”

Section: Processes Generating Dynamic Capabilities and Subsidiary Rolessupporting

confidence: 83%

Building (or not building) dynamic capabilities: the case of Italian subsidiaries in China and India

Tattara

2018

MBR

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Purpose The purpose of this paper is to examine the process of capability building at subsidiary level and the forces preventing such process. The paper discusses and tests three propositions governing this process. Design/methodology/approach This research is based on multiple case studies. A case study research is most useful when addressing issues about which little prior theory has been developed or empirical evidence collected. Findings Subsidiaries in Asia operate in a way substantially different from those in the West. Specifically what ways do market specificities in Asian economies serve to either inhibit or positively encourage the development of a subsidiary? What are the circumstances which could induce subsidiaries to outsource production? Research limitations/implications Future research should explore the regional effect on MNE subsidiary types and different flexibilities exhibited in the value chain. What are the specific aspects (macro and micro) that explain variations of business strategies at subsidiary levelboth over time and between countries? Practical implications Multinational enterprises (MNEs) should be aware of the strong potential for capability development at the subsidiary level. This increased awareness ought to induce consideration in MNEs about how best to encourage such know capability development and how to leverage these capabilities for a better MNE performance. Social implications Managers who knew the host country languages and culture, and have outward-looking attitudes, are in advantageous positions to learn about new opportunities. Originality/value The paper offers empirical insights into the state and drivers of subsidiary performance in Asia. Specifically it shows how neglect of external conditions can act to open people’s eyes and foster a capability-building process within subsidiaries.

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Section: Processes Generating Dynamic Capabilities and Subsidiary Rolessupporting

confidence: 83%

Building (or not building) dynamic capabilities: the case of Italian subsidiaries in China and India

Tattara

2018

MBR

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“…In other words, can reputational credit be a tool that is drawn on by leaders to achieve beneficial policy objectives. This is a hypothesis raised by Schnee (2017) that could benefit from corroboration through historical case studies analysis. A related perspective for prospective research should be a concern with the antecedents and array of tools that allow for reputation to be built up and safeguarded.…”

Section: Resultsmentioning

confidence: 78%

Conceptual frameworks in historical analysis: using reputation as interpretive prism

Schnee

2017

JMH

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This paper advocates a revised perspective in historical analysis. The author calls for historians to apply the concept of reputation as interpretive lens in the analysis of historical processes and outcomes.Widely used in management and marketing writing, but also relied upon in political science, the concept of reputation helps predict behaviour of individuals and entities that are bound by political constraints to align their actions to the goal of generating a popular standing. The lens also serves to cast light on the actions engaged in by external stakeholders that are informed by reputational cues. This theoretical contention is illustrated in four case studies resulting from investigations into political decisions and military conflicts both in the republican and imperial period that ascertain how success and expansion as well as failure and decline of ancient Rome can be viewed and better understood by applying reputation as an instrument to direct and focus historical analysis.However, the purpose of this paper is not primarily to suggest complementary angles and alternative answers to issues in ancient Roman history. The cases considered are intended to demonstrate how failure to recognise reputation as a significant concept in historical analysis does not only impair a comprehensive and balanced reflection of personal and organisational stakeholder behaviour, but also thwarts a full appreciation of the motivation that drives individual protagonists and institutional agents, whose decisions are central to historical processes and outcomes.

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“…Therefore, if a company loses its competitive advantage and reputation, the CEO will probably be fired, since investors will not trust him/her anymore. As CEO reputation is strictly related to company reputation, CEOs who work in highly reputed companies tend to restrict their opportunistic actions, because they want to preserve the competitive advantage and all the benefits that come from a good reputation (Love et al, 2017;Schnee, 2017).…”

Section: Corporate Reputation: Intangible Resource and Shieldmentioning

confidence: 99%

The dark tetrad of personality and the accounting information quality: the moderating effect of corporate reputation

Góis¹

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Góis, A. D. (2017). The dark tetrad of personality and the accounting information quality: The moderating effect of corporate reputation. Doctoral Dissertation, Faculty of Economics, Administration and Accounting (FEA), University of São Paulo (USP). The Upper Echelons Theory states that CEO characteristics, among them the Dark Tetrad (narcissism, Machiavellianism, psychopathy, and sadism) of personality, affect decisionmaking. In an accounting context, the presence of the Dark Tetrad of personality in CEOs can reduce accounting information quality because the personalities of the Dark Tetrad are associated with callousness, impulsivity, manipulation, criminality, grandiosity, enjoyment of cruelty, and misconduct, therefore CEOs with these traits are likely to manipulate earnings or commit fraud. However, companies with strong reputation due to the credibility and trustworthiness built into the company values and culture can reduce the effect of dark personality in accounting information quality. In such context, this study aims to investigate the moderating effect of corporate reputation on the relationship between the Dark Tetrad of personality and accounting information quality. The main assumption is that CEOs with strong Dark Tetrad traits engage more in earnings management and fraud; however, in companies with strong reputation, earnings management and fraud would be lower due to the values, structures, and formal or informal rules built around corporate reputation. This implies that companies with strong reputation tend to suppress the opportunistic actions of CEOs, enabling better accounting information quality. The research design was divided into two parts: the first part involved an archival method and the second part used an experiment method. For the archival method, I analyzed 434 firms (2,645 observations) with headquarters in the United States, covering the period between 2010 and 2017, using abnormal accruals, real earnings management, and classification shifting for earnings management, the overall Fortune's World's Most Admired Companies score for reputation, CEO speeches, and dark personality literature to measure the Dark Tetrad of personality. I ran regressions to test the research hypotheses and found that the Dark Tetrad of personality shows a positive relationship with all types of earnings management. Regarding reputation, only abnormal accruals show a negative relationship with corporate reputation. In turn, the interaction between the Dark Tetrad of personality and corporate reputation is negatively related to all types of earnings management. For the experimental method, I used a 2x2 between-subjects experiment design involving 101 MBA students who, in general, have had experience in management in Brazil and the United States of America. To measure the Dark Tetrad of personality, I used the Short-Dark Triad (Jones & Paulhus, 2014) and the Assessment of Sadistic Personality (Plouffe et al., 2017). For reputation, I adapted the scenarios from Goldberg and Hartwick (1990) and Lafferty (2...

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Understanding a Leader’s Behaviour: Revisiting the Role of Reputation Management in Leadership Research

Cited by 3 publications

References 47 publications

Building (or not building) dynamic capabilities: the case of Italian subsidiaries in China and India

Building (or not building) dynamic capabilities: the case of Italian subsidiaries in China and India

Conceptual frameworks in historical analysis: using reputation as interpretive prism

The dark tetrad of personality and the accounting information quality: the moderating effect of corporate reputation

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