Reputation Building (reputation + building)

Distribution by Scientific Domains


Selected Abstracts


Reputation Building: Small Business Strategies for Successful Venture Development

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2003
Albert I. Goldberg
A positive corporate reputation can be crucial to successful venture development. Making use of the Strategic Reference Point theory, four reputation strategies were conceptualized: 1) dynamic exploitation of existing assets; 2) development of core competencies; 3) image management; and 4) strategic alliances. In a comprehensive investigation of three software enterprises in Israel, companies were found to differ in policies that possibly could lead to a good reputation. One company emphasized the long,term establishment of core competencies and remained a fairly unknown enterprise. A second company accentuated the short,term exploitation of assets and had a middling success in reputation building. A third enterprise invested in a broad spectrum of reputation building strategies and quickly developed a reputation for excellence in the field. In conclusion, corporate success often depends on the extent to which managers develop an integrated package of policies for systematically building the intangible asset of corporate reputation. [source]


Reputation building: beyond our control?

JOURNAL OF CONSUMER BEHAVIOUR, Issue 4 2010
Inferences in consumers' ethical perception formation
A company or brand's reputation is inherently linked to how ethically/unethically it is perceived to conduct its business. While it is generally assumed that consumers' ethical perceptions are either built on first-hand experiences or other concrete information, this research demonstrates that reputation can be influenced by processes outside the company's direct control. The article is based on interviews with general consumers and presents the finding that, in the absence of concrete information or personal experience, consumers may infer ethical beliefs. Four distinct types of cues may instigate ethical inferences and act as surrogate indicators: product-, company-, category- and origin-related cues. A framework that illustrates the hierarchical structure of the various cues depending on their level of specificity is presented. The results suggest that controlling corporate reputation becomes increasingly challenging. Implications for marketing practitioners and general managers are discussed and further research opportunities highlighted. Copyright © 2010 John Wiley & Sons, Ltd. [source]


Beyond the firm's initial declaration: Are preannouncements of new product introductions and withdrawals alike?

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2001
Kim E. Schatzel
Previous preannouncement research has primarily focused on product preannouncements regarding the firm's intention to introduce a new product and, for the most part, has ignored preannouncements that update the status of new product introductions (e.g., delays in launch dates and cancellation of new product programs). This study's goal is to examine if different factors influence preannouncements of new product introductions (NPIs) versus new product withdrawals or delays (NPWs). A model of six antecedents that could influence a firm's propensity to issue NPIs and NPWs is developed and tested using a sample of 265 CEOs and Presidents from manufacturers of new products. Three of the antecedents are organizational in nature; specifically, first mover predisposition, firm information interactivity, and reputation building. Also, the effects of two environmental constructs, industry innovativeness and competitive hostility, are examined. Finally, the model incorporates the effect of buyer involvement on a firm's propensity to issue NPIs and NPWs. The results indicate that NPIs and NPWs are very alike regarding their antecedent factors. Reputation building, defined as a firm's tendency to pursue a high profile leadership position within its industry, and buyer involvement are the primary motivators of a firm's propensity to issue both NPWs and NPIs. Future directions for research include the development of a normative preannouncement framework and the examination of NPIs and NPWs as nonadvertising forms of marketing communication targeted at numerous audiences such as buyers, employees, channel members, industry influencers (e.g., business and trade related press), and investors. [source]


Business,Regulatory Relations: Learning to Play Regulatory Games in European Utility Markets

GOVERNANCE, Issue 3 2005
DAVID COENArticle first published online: 13 JUN 200
Although regulation is on the rise in the European Union, the liberalization of the telecommunication and energy markets has not created a uniform European Regulatory model. The principle focus of this article is to examine the interaction and regulatory learning between national regulatory authorities and business in the U.K. and German utility markets to assess the degree of convergence and demonstrate how the regulatory relationship has evolved beyond that envisaged in the initial delegation of powers to the regulator. The article shows that independent regulatory authorities have moved from distant and often confrontational relationships with business to strategic working relationships driven by exchanges of information and reputation building and that regulatory learning and trust have evolved at distinct speeds in sectors and countries depending on the number of regulatory authorities in a market place, the degree to which there are concurrent powers between authorities, their discretion in the consultation process, and the length of time that regulatory authorities had existed. Consequently, significant variance is continuously seen in the business,regulator relationships in comparing the young legalist German regulatory authorities with the established independent and discretion-based regulators in the U.K. [source]


Reputation Building: Small Business Strategies for Successful Venture Development

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2003
Albert I. Goldberg
A positive corporate reputation can be crucial to successful venture development. Making use of the Strategic Reference Point theory, four reputation strategies were conceptualized: 1) dynamic exploitation of existing assets; 2) development of core competencies; 3) image management; and 4) strategic alliances. In a comprehensive investigation of three software enterprises in Israel, companies were found to differ in policies that possibly could lead to a good reputation. One company emphasized the long,term establishment of core competencies and remained a fairly unknown enterprise. A second company accentuated the short,term exploitation of assets and had a middling success in reputation building. A third enterprise invested in a broad spectrum of reputation building strategies and quickly developed a reputation for excellence in the field. In conclusion, corporate success often depends on the extent to which managers develop an integrated package of policies for systematically building the intangible asset of corporate reputation. [source]


Beyond the firm's initial declaration: Are preannouncements of new product introductions and withdrawals alike?

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2001
Kim E. Schatzel
Previous preannouncement research has primarily focused on product preannouncements regarding the firm's intention to introduce a new product and, for the most part, has ignored preannouncements that update the status of new product introductions (e.g., delays in launch dates and cancellation of new product programs). This study's goal is to examine if different factors influence preannouncements of new product introductions (NPIs) versus new product withdrawals or delays (NPWs). A model of six antecedents that could influence a firm's propensity to issue NPIs and NPWs is developed and tested using a sample of 265 CEOs and Presidents from manufacturers of new products. Three of the antecedents are organizational in nature; specifically, first mover predisposition, firm information interactivity, and reputation building. Also, the effects of two environmental constructs, industry innovativeness and competitive hostility, are examined. Finally, the model incorporates the effect of buyer involvement on a firm's propensity to issue NPIs and NPWs. The results indicate that NPIs and NPWs are very alike regarding their antecedent factors. Reputation building, defined as a firm's tendency to pursue a high profile leadership position within its industry, and buyer involvement are the primary motivators of a firm's propensity to issue both NPWs and NPIs. Future directions for research include the development of a normative preannouncement framework and the examination of NPIs and NPWs as nonadvertising forms of marketing communication targeted at numerous audiences such as buyers, employees, channel members, industry influencers (e.g., business and trade related press), and investors. [source]


Trust, reputation and corporate accountability to stakeholders

BUSINESS ETHICS: A EUROPEAN REVIEW, Issue 1 2001
Tracey Swift
This paper explores the relationship between accountability, trust and corporate reputation building. Increasing numbers of corporations are mobilising themselves to put more and more information out into the public domain as a way of communicating with stakeholders. Corporate social accounting and stakeholder engagement is happening on an unprecedented scale. Rather than welcoming such initiatives, academics have been quick to pick faults with contemporary social auditing and reporting, claiming that in its current form it is not about demonstrating accountability at all, but rather about building corporate reputation. Academics argue that ,accountability should hurt', that if accountability is an enjoyable process, then the organisation isn't doing it right. For organisations that are currently engaging with stakeholders and ostensibly becoming more transparent about their corporate social performance, this kind of critique is likely to be bewildering. This paper argues that central to the notion of accountability and to contemporary social accounting practice is the concept of trust. Accountability is based upon a distrust of corporate management, whereas corporate reputation building is about strategically seeking to establish trust in stakeholder relationships in order to negate formal accountability requirements. Using a split trust continuum, the paper seeks to explain and synthesise what seem to be two very different paradigms of organisational transparency. [source]