Carroll, C. E. (2013). The Future of Communication Research in Corporate Reputation Studies. In C. E. Carroll (Ed.), The Handbook of Communication and Corporate Reputation (pp. 590-596). Oxford, UK: Blackwell Publishing Ltd. (original) (raw)
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AN ASSESSMENT ON THE RELATIONSHIP OF CORPORATE COMMUNICATION AND CORPORATE REPUTATION
International Journal of Disciplines In Economics and Administrative Sciences Studies (IDEAstudies), 2022
Today, it is a fact that effectively managing communication resources and corporate communication process makes institutions different from each other and adds value to institutions. With this value, institutions stand out among their peers and gradually gain reputation. In this context, with the intense competition environment brought by globalization, how institutions reflect themselves to their stakeholders is becoming increasingly important. In addition, the communication and interaction that institutions establish with their stakeholders also affect their reputation levels independently of the production of goods/services. Corporate reputation is one of the main determinants of corporate sustainability in the long run. Developing corporate reputation only by establishing high interaction with internal and external stakeholders; brings with it the necessity of good communication. In this context, for institutions; a consistent, balanced and uninterrupted communication performance has become inevitable. Corporate communication can only function properly as long as reciprocity and interaction are observed. In addition, information acquisition/exchange, which enables institutions to achieve their goals in interaction with their stakeholders and requires the redefinition of the corporate vision, is possible with the effective use and diversification of communication resources. The only way to effectively use the communication resources available in most institutions is to adopt a systematic and strategic management approach. The communication process carried out within the framework of a strategic management approach is one of the most important elements that make institutions superior to each other in the eyes of stakeholders. This strategic communication management also positively affects corporate reputation. Corporate Communication conceptualized in this context; it is extremely important to determine the scope that meets the requirements of interaction with the stakeholders, to establish/develop/protect corporate reputation and ultimately to ensure corporate sustainability. In this context, the aim of the study is to examine the role of corporate communication management in the process of reputation building, which is based on the creation and strategic use of communication resources. In the study, first of all, the conceptual framework of corporate communication management was mentioned, and then it was associated with corporate reputation.
Defining and Measuring Corporate Reputations
European Management Review, 2016
Corporate reputation is a construct that has gained widespread recognition in the disciplines of strategy, corporate social responsibility, management and marketing because a good reputation is thought to be more commercially valuable than a bad reputation. However, recent reviews of the scholarly literature suggest that because the construct of corporate reputation has been defined in a wide variety of ways it is difficult to understand the antecedents and consequences of the construct. To illustrate this problem 50 different definitions of corporate reputations are reviewed. This analysis suggests that some of the most prominent measures are not grounded in the definitions that are thought to underpin them. This phenomena presents a challenge to anybody wanting to meta-analyze findings and to build new theories of corporate reputation. To help advance the field a framework is presented to guide the refinement of scholarly definitions so that they are well constructed and thus capable of guiding the development of valid measures of the construct. To illustrate this framework a new definition and some new measures are provided.
11th International Conference on …, 2007
The aim of the present study is the proposal of a set of drivers on which the organization can operate to improve its reputation. These drivers are derived from a new model ("Governance-structure-system" model), which enables the understanding of the working mechanisms of corporate communication activities of large companies. Starting from the individualization of the differences between corporate image and reputation, we propose a causal map of key influences on image and reputation. Then, we describe the factors of GSS model and select, from them, the specific drivers for corporate reputation management. In other words, we individualize the drivers through which it is possible to act on corporate key influences affecting corporate reputation. In the second part of the study, we present a critical analysis of the drivers actually used in some crisis cases, come to some conclusions and try to point out some directions for future research.
The handbook of communication and corporate reputation
Wiley-Blackwell eBooks, 2013
Despite the inherent risk of communications tactics, using the framework of an integrated marketing communications (IMC) strategy with stakeholders may help prevent reputation damage. An integrated strategy can continuously build a positive reputation. As a managerial process, IMC has developed over the past two decades. It can support the creation of a more positive reputation for an organization and more positive brands of the activities, products, and services of the organizations (see Caywood, 2012a). Defi nition of IMC It is logical that an integrated strategy should be better than a " disintegrated " one. IMC is defi ned with the benefi t of a global perspective in Kliatchko ' s (2008) defi nition, which is more parsimonious and based on his comprehensive analysis. He states, " IMC is an audience-driven business process of strategically managing stakeholders, content, channels, and results of brand communication programs " (Kliatchko, 2008). One weakness of this defi nition is its use of the word " business, " which might detract for some readers from the value of IMC in many organizations including government, politics, nongovernmental organizations (NGOs), and more. However, a precise defi nition of IMC is not yet defi nitive. Even the logical and heralded integration of functional areas (sales, advertising, promotions, database marketing, and public relations) of marketing communications has not provided a clear path for IMC-based reputational management. The This chapter explores how integrated marketing communications (IMC) has emerged as a reputation support force. It examines the development of IMC and the reputation-building process. The chapter examines reputational risks with certain types of products that pose a threat to consumers, users, and infl uential people, and discusses how communicating with consumers and dozens of other " protected status " stakeholders can be a high-risk professional action capable of building or ruining an organizational reputation. To overcome these negative factors, the chapter primarily addresses the IMC strategic means to reduce the risk to the reputation of an organization or individual.
Reputation as an Intangible Asset
Izvestia Journal of the Union of Scientists - Varna. Economic Sciences Series, 2020
The topic of corporate reputation is facing growing attention among scholars and practitioners, during the last 20 years. Emerged as a blurry new paradigm with roots from the fields of economics, strategy, marketing, organization science, sociology, nowadays reputation is taking shape as an independent multidisciplinary construct, with considerable impact on corporate strategy and behavior. This article aims to review the nature of reputation as an economic asset that gains competitive advantage for the organization. Reputation creates value and the organizations are competing on reputational market, in addition to the classical challenges as capital, products, labor market.
Corporate Reputation Management: Theory and Applied Rating Approach
Innovative entrepreneurship: approach to facing relevant socio-humanitarian and technological challenges, 2019
Theoretical aspects of research methodology of corporate reputation management systems The task of paragraph 1 is to determine the basic theoretical aspects of the methodology for the research of corporate RMS, including: research principles, research methods, research tools, models and methods for the research of RMS and the conditions for their priority use. Let us start with the principles of the RMS research. The basis for understanding the mechanisms of influence of reputation management on business are the Barcelona Principles 1 , the seven methodological guidelines for research in the field of media measurement and communication evaluation proposed by the Association for Measurement and Evaluation of Communication (AMEC) in 2010 and refined in 2015. It is recommended for all professionals working in the field of communication analysis, media measurement and PR effectiveness evaluation to consider them. This is a kind of gold standard of the industry, which was crystallized during the discussions of leading international PR associations and analytical experts. The Barcelona Principles are seven laconic guidelines and their detailed explanations, in which for each guideline several criteria for the objectivity of research, examples of metrics and professional guidelines for experts are proposed. The Barcelona Principles are as follows: 1) Goal setting and measurement are fundamental to communication and public relations. 2) Measuring communication outcomes is recommended versus only measuring outputs. 3) The effect on organizational performance can and should be measured where possible. 4) Measurement and evaluation require both qualitative and quantitative methods. 5