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Company Reputation (company + reputation)
Selected AbstractsFirm reputation and applicant pool characteristicsJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 6 2003Daniel B. Turban Scholars have suggested that a firm's reputation can provide it with a competitive advantage by attracting more, and possibly higher-caliber, applicants. No research has actually investigated this relationship, however, in large part because researchers have not assessed applicant pool characteristics but instead have measured applicants' intentions. Therefore, we conducted two studies to investigate whether organizational reputation influenced the number and the quality of applicants actually seeking positions with firms. Company reputation was operationalized using two different published reputation measures, and applicant quality data were obtained from career services offices at business schools at two universities. Results from both studies supported the previously untested belief that firms with better reputations attract more applicants. Furthermore, some evidence suggested that firms with better reputations could select higher-quality applicants. Copyright © 2003 John Wiley & Sons, Ltd. [source] The Corporate Governance Role of the Media: Evidence from RussiaTHE JOURNAL OF FINANCE, Issue 3 2008ALEXANDER DYCK ABSTRACT We study the effect of media coverage on corporate governance by focusing on Russia in the period 1999 to 2002. We find that an investment fund's lobbying increases coverage of corporate governance violations in the Anglo-American press. We also find that coverage in the Anglo-American press increases the probability that a corporate governance violation is reversed. This effect is present even when we instrument coverage with an exogenous determinant, the fund's portfolio composition at the beginning of the period. The fund's strategy seems to work in part by impacting Russian companies' reputation abroad and in part by forcing regulators into action. [source] The Product Piracy Conflict Matrix , Finding Solutions to Prevent Product PiracyCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2009Günther Schuh Product and brand piracy has developed into a worldwide mass phenomenon. Affected companies are not only burdened with commercial losses such as lost sales volume and lower sales prices, but also by decreasing brand value and company reputation, lower licence revenues and, finally, costs for counteracting product piracy. Companies are gradually facing up to the challenge and taking action. Besides legal measures, an increasing number of firms are also willing to implement strategic and technical measures in their organizations or products respectively. A number of non-legal mechanisms have recently been identified, and efforts to structure these mechanisms are in progress. However, so far systematic, methodological guidance in matching mechanisms with specific products and corporate boundary conditions is basically non-existent. Focusing on this issue, the paper introduces a new TRIZ-based method to create solutions concerning product piracy. The so-called Product Piracy Conflict matrix (PPC matrix) resembles the well-established TRIZ contradiction table and has been designed to help companies create powerful protection concepts while avoiding undesired or harmful effects within their own value chains. [source] Corporate social responsibility in Dutch industryCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 4 2004Jacqueline Cramer This article addresses the experiences gained by 19 Dutch companies with corporate social responsibility (CSR). These companies joined the programme ,From financial to sustainable profit' of the National Initiative for Sustainable Development (NIDO), which ran from May 2000 until December 2002. They focused on two issues: assessing the added value of corporate social responsibility and implementing a structured approach. The Dutch experiment showed that the companies involved were able to specify the added value of CSR by elaborating the economic performance and/or parenting advantage. Unfortunately, a third type of value creation, viz. through protecting the company's reputation, was not elaborated. Moreover, the experiment revealed that among the 19 participating companies experiences were limited in implementing a structured approach towards CSR. By exchanging experiences the companies learned from each other. Such interactive learning turned out to be a helpful support, complementary to the general CSR literature on guidelines, indicators and best practice guides. Although this literature is rapidly growing, knowledge is still lacking in structuring CSR. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment. [source] | ||||||||||