Lens or Prism? How Organisations Sustain Multiple and Competing Reputations

Abstract

Purpose: This paper challenges singular definitions, measurements and applications of corporate reputation which tend to be reductionist. We rebuff such narrow representations of reputation by showing the multiplicity of reputation in the case of a global management consulting firm and demonstrate how it has sustained such reputations.

Design/methodology/approach: Using a large cross-country qualitative case study based on interviews, focus groups, non-participant observations, workshops and a fieldwork diary, dimensions of reputation are highlighted by drawing on perceptions from multiple stakeholder groups in different geographies.

Findings: We find significant differences in perceptions of reputation between and within stakeholder groups, with perceptions changing across dimensions and geographies.

Originality/value: The theoretical implications of the research indicate a plurality of extant reputations, suggesting that a prism is more suited to representing corporate reputation than a singular lens-like focus which is too narrow to constitute reputation.

This paper offers theoretical and practical suggestions for how global firms can build and sustain multiple and competing corporate reputations.

Keywords: Corporate reputations, Case study, Stakeholders, Geographies, Professional service firms, Prism

JEL Classification: M31, M20