- 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 reports a behavioural theory of reputation repair with a focus on the behavioural mechanisms underlying an organisation's response to a reputation-damaging event. The reputation repair model views reputation repair as a process of problem solving, consisting of three steps: problem recognition, search for solutions and implementation of solutions. Both an organisation's successful reputation repair and an ideal research program on reputation repair must cover both the issues of repairing or reviving the stakeholders' perceptions of the organisation by protecting these stakeholders from the harm of the reputation-damaging event, and determining the root causes and restructuring or reorganising the organisation's behaviour and position to prevent the recurrence of similar events. Managing the stakeholders' perceptions of the organisation can serve as a key supplement to the substantive reputation repair process and as a crucial part of an organisation's successful reputation repair.
Mooweon Rhee is Shidler College Distinguished Associate Professor, Associate Professor of Management, and Cooperating Graduate Faculty of Sociology at the University of Hawaii. His research interests revolve around organization learning, corporate reputation, and social networks. He is also interested in constructing Asia-based theories of organizations. In 2009 he was selected as an Ascendant Scholar by the Western Academy of Management. He obtained his Ph.D. from the Stanford Graduate School of Business.
Tohyun Kim is Assistant Professor at the SKKU Business School, Sungkyunkwan University. His research interests include organizational learning, organizational identity, social networks, and institutional logics. His recent publication appeared in Strategic Organization. He received his Ph.D. from the Shidler College of Business at the University of Hawaii.
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