- List of Figures
- List of Tables
- Summaries of Core Literature
- List of Contributors
- Charting the Landscape of Corporate Reputation Research
- Show Me the Money: A Multidimensional Perspective on Reputation as an Intangible Asset
- Keeping Score: The Challenges of Measuring Corporate Reputation
- What Does it Mean to Be Green? The Emergence of New Criteria for Assessing Corporate Reputation
- The Building Blocks of Corporate Reputation: Definitions, Antecedents, Consequences
- A Survey of the Economic Theory of Reputation: Its Logic and Limits
- Meeting Expectations: A Role-Theoretic Perspective on Reputation
- It Ain’t What You Do, it's Who You Do It With: Distinguishing Reputation and Status
- An Identity-Based View of Reputation, Image, and Legitimacy: Clarifications and Distinctions Among Related Constructs
- On Being Bad: Why Stigma is not the Same as a Bad Reputation
- Untangling Executive Reputation and Corporate Reputation: Who Made Who?
- Waving the Flag: The Influence of Country of Origin on Corporate Reputation
- Corporate Reputation and Regulation in Historical Perspective
- Industry Self-regulation as a Solution to the Reputation Commons Problem: The Case of the New York Clearing House Association
- How Regulatory Institutions Influence Corporate Reputations: A Cross-country Comparative Approach
- How Reputation Regulates Regulators: Illustrations from the Regulation of Retail Finance
- A Labor of Love? Understanding the Influence of Corporate Reputation in the Labor Market
- Does Reputation Work to Discipline Corporatemisconduct?
- From the Ground Up: Building Young Firms’ Reputations
- Strategic Disclosure: Strategy as A Form of Reputation Management
- Managing Corporate Reputation Through Corporate Branding
- After the Collapse: A Behavioral Theory of Reputation Repair
- A Framework for Reputation Management Over the Course of Evolving Controversies
Abstract and Keywords
This article examines the boundaries and interrelationships between executive and corporate reputation. The definitions, measures, and findings of executive reputation are investigated. A brief review of key insights in organisational reputation can assist in better understanding executive reputation, its antecedents, and how it may interact with organisational reputation. Becoming a celebrity CEO appears to engender both compensatory benefits and burdens that accompany a strong reputation. There seems to be strong evidence of negative performance returns related to employing celebrity CEOs. Media attention may cause executive- and organisation-level reputations to become even more tightly coupled over time. Despite much progress in research on executive reputation, it has yet to coalesce around a definition of executive reputation, its antecedents, its relationship with other individual-, firm-, and industry-level constructs, and how it interacts with organisational reputation.
Scott D. Graffin is Assistant Professor at the Terry College of Business at the University of Georgia. He received his Ph.D. in strategic management from the University of Wisconsin, Madison. His research interests include corporate governance, and the impact of reputation, status, and the financial press on organization outcomes. Scott's research has been published in the Strategic Management Journal, the Academy of Management Journal, Organization Science, Strategic Organization, and other outlets.
Michael D. Pfarrer is Assistant Professor at the Terry College of Business at the University of Georgia. He received his Ph.D. in strategic management from the University of Maryland. His research focuses on external perceptions of firm behaviors and how firms manage these interpretations to create value. His specific interests include positive and negative social evaluations (e.g., firm celebrity, legitimacy, reputation, and stigma), impression and crisis management, media accounts, and the role of business in society.
Michael W. Hill is a Ph.D. student at the Terry College of Business at the University of Georgia. He studies strategic management and his research interests include intangible assets, top management teams, and boards of directors.
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