Validating the Reputation Quotient Scale: Human Resource Management Perspective

Pratoom, Karun

doi:10.3923/ibm.2010.243.249

Cited by 4 publications

(4 citation statements)

References 22 publications

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“…These two established dimensions, viz., consumer orientation (cognitive aspect) and emotional appeal (affective aspect) can be considered as global/derived dimensions which indirectly incorporates the results related to good employee , reliable and financially strong company , leadership quality , product and services quality and social and environmental responsibility . Among the two dimensions, ‘ customer orientation ’ is found to be a significant factor in studies such as Walsh and Beatty (2007) and Walsh et al (2009a, 2009b), while emotional appeal is found to be the most significant dimension in the study of Pratoom (2010) conducted in banking sector. The study establishes ‘ customer orientation ’ and ‘ emotional appeal ’ as two strong concomitants of corporate reputation.…”

Section: Discussionmentioning

confidence: 97%

“…In this study, corporate reputation is measured using 34 items extracted from the studies of Fombrun et al (2000), Walsh and Beatty (2007) and Pratoom (2010). The items selected for this study are spread over five dimensions, namely customer orientation (6 items), good employer (7 items), reliable and financially strong company (9 items), product and service quality (5 items) and social and environmental responsibility (4 items), while emotional appeal dimension comprising three additional items is taken from the work of Fombrun et al (2000) and Pratoom (2010).…”

Section: Research Design and Methodologymentioning

confidence: 99%

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Measurement, Validation and Factor Structure of Corporate Reputation in Banking Sector of India

Chahal

Kumari

2014

Global Business Review

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The purpose of the study is to measure and validate the corporate reputation scale (CR) and to examine its factor structure and nomological validity in banking sector in Indian context. The data were collected from 240 customers of three selected private banks and three public banks. Exploratory factor analysis (EFA), inter-item analysis and confirmatory factor analysis (CFA) were used for data purification and analysis. The result of the study reveals seven dimensions of corporate reputation using EFA. However, only two dimensions, that is, customer orientation (five items) and emotional appeal (four items) were established after the application of CFA. The model fit results reveal support for single factor structure, two factor structure independent and cross factor structure for CR. Lastly, nomological validity of the CR in relation to business performance was established in all the three different CR models. The study establishes corporate orientation and emotional appeal as two significant dimensions of corporate reputation, which can be considered in place of Walsh and Beatty’s seven dimension CR scale. The two dimension scale of corporate reputation needs to be validated in the future research to consider it as a short scale tool for CR measurement.

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Section: Discussionmentioning

confidence: 97%

Section: Research Design and Methodologymentioning

confidence: 99%

Measurement, Validation and Factor Structure of Corporate Reputation in Banking Sector of India

Chahal

Kumari

2014

Global Business Review

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“…22,23 Corporate reputation is defined as a collective assessment of a firm's ability to provide valued outcomes to a representative group of stakeholders. 24,25,26,27 Given the above discussion, corporate reputation can be perceived as the shared sum of stakeholders' images and their evaluation of how their expectations are met over time, based on a company's actions and communication compared to its competition. Corporate Reputation is both conceptualized as a perceptual construct, in terms of perceptions of a company's past actions, as well as an attitudinal construct, in terms of a firm's appeal.…”

Section: Reputation Conceptmentioning

confidence: 99%

“…Moreover, when managers and employees perceive that the organization has a good reputation, they feel more secure and happy, which leads to organizational loyalty. In addition 25 indicates that employees' view of positive perception is likely to influence their willing to remain with the company. Specifically, talented people are more likely attracted by high performing and reputable companies.…”

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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Platform Adoption in Network Markets: Selecting Beneficial Partners to Achieve Market Dominance

Wiegand¹,

Witt²,

Steiner

et al. 2015

Int. J. Innov. Mgt.

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Strategic partnering has become a common place when introducing innovations to systems markets. In standards battles, network affiliation has been used as a market signal to create confidence in a format's success. This paper's authors thus develop and test a model aimed at finding the right partners to sponsor an innovative technology. The results suggest that company characteristics shape expectations about a system's future value and the likelihood of its survival. Partners that have proven successful in adjacent industries are especially suited to drive diffusion. Attracting big players may therefore be more beneficial than attracting multiple, but minor, firms. Quality clearly beats quantity when selecting new partners.

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Validating the Reputation Quotient Scale: Human Resource Management Perspective

Cited by 4 publications

References 22 publications

Measurement, Validation and Factor Structure of Corporate Reputation in Banking Sector of India

Measurement, Validation and Factor Structure of Corporate Reputation in Banking Sector of India

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

Platform Adoption in Network Markets: Selecting Beneficial Partners to Achieve Market Dominance

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