- 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 uses a case study of Apple's iPhone 4 to develop a framework that extends the understanding of reputation management. The sequence of event-based reputation management communications may establish an additional contextual variable that is significant to situational theories of reputation management. The four-month iPhone 4 saga seemed to be more of a loss than a gain for Apple by late July 2010. On the downside, three of the four components of Apple's corporate reputation were damaged. The case of the iPhone 4 indicates that effective reputation management tactics need to be customised to fit the context in which they are used. The current framework shows that effective reputation management is a more dynamic and interactive effort than previously implied. It also stresses the constraints placed on reputation management by recent organisational communications.
Kimberly D. Elsbach is Professor of Management and Stephen G. Newberry Chair in Leadership at the Graduate School of Management, University of California, Davis. She received her Ph.D. in Industrial Engineering from Stanford University. Kim's research focuses on perception—specifically how people perceive each other and their organizations. She has studied these perceptual processes in a variety of contexts ranging from the California cattle industry, and the National Rifle Association, to Hollywood screenwriters. She is currently studying how crying at work affects images of professional women and why fans identify with NASCAR.
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