Reputation Management Capabilities as Decision Rules *

Reputation Management Capabilities as Decision Rules * abstract 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 favourably 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

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Publisher
Wiley
Copyright
Copyright © 2004 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.2004.00478.x
Publisher site
See Article on Publisher Site

Abstract

abstract 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 favourably 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.

Journal

Journal of Management StudiesWiley

Published: Dec 1, 2004

References

  • Strategic issue management
    Ansoff, Ansoff
  • Interpretations on automatic: a different view of strategic issue diagnosis
    Dutton, Dutton
  • Toward a knowledge‐based theory of the firm
    Grant, Grant
  • The strategic analysis of intangible resources
    Hall, Hall
  • The provision of incentives in firms
    Prendergast, Prendergast
  • Proactive corporate environmental strategy and the development of competitively valuable organizational capabilities
    Sharma, Sharma; Vredenburg, Vredenburg

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