Reputation Management Capabilities as Decision Rules
Pursey P.M.A.R. Heugens
Erasmus University Rotterdam (EUR) - Rotterdam School of Management (RSM)
C.B.M. van Riel
Erasmus Research Institute of Management (ERIM)
Frans A. J. Van Den Bosch
Erasmus University Rotterdam (EUR) - Department of Strategic Management and Entrepreneurship; Erasmus Research Institute of Management (ERIM)
We draw on a detailed grounded theory study of the reactions of Dutch food firms to the recent introduction of genetically modified foods to inductively identify the capabilities that firms develop in response to reputational threats. Central to the view on capabilities we propose are the decision rules organizations use to link individual actions to organizational outcomes. Four reputation management capabilities were identified, which were aimed at, respectively, (1) engaging in a cooperative dialogue with relevant stakeholders, (2) presenting the organizational point of view favorably in the eyes of external beholders, (3) avoiding organizational "ownership" of critical reputational threats, and (4) communicating meaningfully with affected parties, even under conditions of high adversity and time-pressure.
Number of Pages in PDF File: 51
Keywords: reputation, reputation management, issues management, issue management, crisis management, capabilities, strategic capabilities, dynamic capabilities, genetically modified foods, genetic modificationworking papers series
Date posted: March 10, 2008
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