CEO credibility,perceived organizational reputation,and employee engagement

The current study explores how corporate leadership influences the effectiveness of internal public relations by linking CEO credibility, employee evaluation of the organizational reputation, and employee engagement. An online survey of 157 employees from a Fortune 500 company shows that CEO credibility is positively associated with perceived organizational reputation and employee engagement. Perceived organizational reputation significantly and positively affects employee engagement. Employee perception of organizational reputation fully mediates CEO credibility impact on employee engagement.     

Factors shaping activists’ perceptions of corporate organizations: An empirical case from South Korea

The current study aims to explore the factors that shape activists’ perceptions of corporate organizations. This study administered the survey method to examine how activists perceive corporate operations and reputation in South Korea. The three factors that directed how the activist groups perceived the corporate sector are “corporate social responsibility,” “internal corporate culture,” “and “the extent of corporate openness.” Factor analysis showed that the activist groups used these criteria when they evaluate corporate reputation.     

Restoring reputations in times of crisis: An experimental study of the Situational Crisis Communication Theory and the moderating effects of locus of control

This study attempts to provide empirical evidence for Coombs’ (2007) Situational Crisis Communication Theory (SCCT), which provides guidelines for matching crisis response strategies to crisis types to best restore organizational reputations in times of crisis. The impact of crisis type and crisis response strategies on perceptions of corporate reputation is measured for 316 consumers participating in a 3 (crisis type: victim crisis, accidental crisis, preventable crisis) × 3 (crisis response: deny strategy, diminish strategy, rebuild strategy) between-subjects experimental design. The results show that preventable crises have the most negative effects on organizational reputation and that the rebuild strategy leads to the most positive reputational restoration. Moreover, the more severe people judge a crisis to be, the more negative are their perceptions of the organization's reputation. The interaction effect between crisis type and crisis response strategies on corporate reputation is not significant. However, a person's locus of control has a moderating impact on the relationship between crisis response strategy and organizational reputation. Specifically, the results show that people with an external locus of control prefer the use of deny strategies more than people with an internal locus of control.     

Hybrid happening: Organizational reputations in corporate crises

Public relations professionals strive to develop mutually beneficial relationships among key publics that will result in favorable organizational reputations, but crises typically threaten those reputations. Much of public relations crisis research focuses on how to respond after a crisis, but drawing on Expectation Violation Theory (EVT), this research focuses on the expectations of stakeholders before a crisis and how they process information during a crisis. Drawing from reputation management research in marketing, it conceptualizes corporate reputations as encompassing associations related to corporate ability (CA) and corporate social responsibility (CSR). Reputation management research generally has investigated reputations as strong on either CA or CSR, but this research examines the effects of a “hybrid” reputation, which is strong in terms of both CA and CSR associations. The results of an experiment reveal that stakeholders’ responses during a crisis vary based on their expectations, how they perceive a hybrid reputation, and the crisis type. The study has theoretical implications regarding stakeholders’ information processing during a crisis, and it provides public relations professionals insights regarding how to cultivate and protect an organizational reputation.     

Good management,sound finances,and social responsibility: Two decades of U.S. corporate insider perspectives on reputation and the bottom line

This research sought to expand practitioner and scholarly understanding of the relationship between corporate reputation and the bottom line. An analysis of 706 firms over a 21-year timeframe revealed three attributes of reputation – management quality, financial soundness, and social responsibility – made consistently positive contributions to several measures of firm financial performance. Perceptions of corporate reputation were gathered exclusively from U.S. executives, directors, and financial analysts, referred to herein as corporate insiders.     

News and corporate reputation: Empirical findings from the Netherlands

This article examines the influence of business news on corporate reputation. A panel survey was used to measure the reputations of six companies and two professional sectors. Media coverage was analyzed by focusing on the tone of two different types of news. News about the successes of the companies – such as higher profits – improved their reputations. In addition, some companies’ reputation improved the more they were criticized by their competitors in the news. It is argued on basis of these empirical findings that the reputation of the party attacking a company in the news is crucial in determining its influence on the reputation of the besieged company.     

Testing the Impact of Message Interactivity on Relationship Management and Organizational Reputation

Assessing Web site interactivity from the contingent message interactivity perspective, this study investigated whether message interactivity of organizational Web sites and blog sites influence perceptions of relationship management and reputation. Guided by interactivity, relationship management, and organizational reputation theories, this study found that regardless of familiarity of the company, people evaluated organizations that responded back to their comments as more trustworthy and committed, and as having better control of mutuality and communal relationships, and higher satisfaction, compared to organizations that did not respond back. Additionally, high contingent message interactivity projected higher organizational reputation compared to low contingent message interactivity, regardless of familiarity.     

Ingesting the organization: The embodiment of organizational food rituals

This exploratory paper asks: ‘how do organizational food and drink rituals shape, reflect or create organizational culture?’ Adopting an embodied approach based on Merleau-Ponty's [1945. Phenomenology of Perception. Translated by C. Smith, 2003. London: Penguin. New York: Routledge] phenomenological work, this paper explores the significance of food-based rituals. Data were collected from different organizations using mixed methods and an embodied, reflexive approach – which is relatively novel in organizational research. Embodied experiences are potent, and this paper proposes that workplace food and drink rituals can powerfully influence perceptions of organizational culture. The unique contribution is in showing how embodied organizational rituals create and sustain organizational culture by using the pre-reflective moment of food ingestion to shape cognitive reconstructions of organizational culture. However, food rituals can be controlled and shaped by the organization to specifically influence employee perceptions of organizational culture. Control of food rituals can be perceived as a deliberate effort to create a constructive culture and encourage reciprocity through employee loyalty and effort.     

The Critical Shapes of Body Image: The Role of Culture and Family in the Production of Eating Disorders

Although research has pointed to the influence of culture and family in the etiology of eating disorders, few studies have examined how these influences conjoin in this process. This research explores how the family mediates cultural ideas about thinness and how the family conveys these messages to family members. Using a grounded theory approach, open‐ended interviews were conducted with 32 White, middle‐class women (with and without eating disorders) on the topic of body image and eating problems. In conjunction with this method, qualitative comparative analysis (QCA) was also performed to identify family characteristics, and their specific combinations, that were associated with eating disorders. The findings indicate that a critical family environment, coercive parental control, and a dominating discourse on weight in the household are salient conditions, and their specific configurations are discussed in relationship to current theoretical conceptualizations regarding the influences of culture and family in the production of eating disorders.     

Arbiters,Entrepreneurs, and the Shaping of Business School Reputations1

How are organizational reputations established? Expanding on recent work that emphasizes the construction of reputations rather than their cultural content, we explore how forces in the organizational environment define organizational reputation. Specifically, we demonstrate how two types of mediators—reputational arbiters and reputational entrepreneurs—influence the development of reputations by organizing and managing the information on which reputations are built. Buttressing our theoretical claims with 30 interviews of business school administrators, we find that these mediators play a central role in determining organizational reputations by engaging in three processes of information manipulation: synthesis, selection, and simplification. In addition to specifying the key role that the manipulation of information by outsiders plays in the development of reputation, this approach suggests the importance of the interrelationships among these mediators in the determination of reputational standing.     

Earthquake Culture and Corporate Action

In this paper we examine the effects of different components of corporate culture on two different categories of action in both routine and jolted environments. Data were collected on a heterogeneous sample of 54 corporations in the San Francisco Bay Area. We examined how the values, knowledge, and practices dimensions of corporate culture influenced actions to prepare for responding to future earthquake disasters and actions to mitigate or reduce future physical and associated earthquake losses. The findings show that corporate earthquake culture is a multidimensional concept, that varied elements of culture function to impact corporate action differently is distinct organizational environments, and that culture's impact on organizational action is contingent on the type of action being considered.     

Keeping the Farm in the Family Name: Patrimonial Narratives and Negotiations among German‐Heritage Farmers

Sociologists tend to view rural culture as an inertial force, committing members to past cultural patterns which, in turn, inform their present courses of action. By emphasizing such cultural stasis, we obscure how members of cultural enclaves negotiate, recommit to, or revise certain cultural traditions. This article explores how rural culture is in dialogue with changing external contexts. Drawing on interviews I conducted among a small group of German‐heritage farmers in southern Wisconsin, I find that farmers select legal arrangements, entrepreneurial actions, and traditional male succession in order to fulfill the “yeoman” goal of keeping the farm in the family name. I explore how the narratives farmers develop about the cultural priority of transferring the home‐farm to a new generation allow sociological insight into their creative negotiations between cultural traditions and a greatly altered context of agricultural production. I argue that this dialogue between a historically persistent cultural tradition and very present pressures of agricultural production makes a significant contribution to the dynamics of modern rural life.     

Leaning Out: Exploring Organizational Advocacy Activities From an Open Systems Perspective

This article explores the effect of organizational culture on engagement with advocacy activities, both traditional and electronic. The Competing Values Framework offers a model for understanding how organizations’ culture influences behavior. Using a sample of nonprofit providers from across the country, the author hypothesized that organizations that use electronic advocacy tools are more involved with advocacy activities of all types. A paper and pencil survey was used to collect data on organizational culture, advocacy tools and techniques, perceived effectiveness of the advocacy tools, policy goals, organizational sustainability goals as well as barriers and facilitators of electronic advocacy. The study used path modeling to describe the connections between organizational culture and engagement in advocacy activities. The article examines the barriers and facilitators of electronic advocacy, the penetration of electronic advocacy use in this sample of agencies and the perceptions of effectiveness associated with using these strategies; lastly, the implications of these findings for managers and organizational leaders are discussed.     

Employees’ voice behavior in response to corporate social irresponsibility (CSI): The role of organizational identification,issue perceptions,and power distance culture

While extensive literature has examined the role of employees in corporate social responsibility (CSR), little is known about employees’ role in corporate social irresponsibility (CSI). The current study aims to examine the voice behaviors of employees generated around the issue of CSI. Two online surveys were administered to full-time employees by using two different scenarios involving CSI situations: environmental and diversity issues. The results of the study identified employees’ pre-established organizational identification as a critical cross-situational factor that influenced their CSI perceptions. In addition, employees’ situational perceptions of CSI – how they perceive CSI as a serious problem, their sense of connection to the situation, and their perceived constraints in solving the situation – played critical roles in motivating them to engage in voice behavior. Furthermore, the level of power distance culture within an organization significantly moderated the relationship between employees’ CSI perceptions and voice behavior. By incorporating organizational identification literature and public relations theory in the context of CSI communication and management, this study provides theoretical and practical implications.     

Corporate voice and ideology: An alternate approach to understanding public relations history

Scholars in the U.S. generally agree that the origins of corporate public relations correspond to the rise of the U.S. Industrial Revolution during the late nineteenth and early twentieth centuries. This essay explores the under-theorized relationship between ideology and public relations by examining the role of the corporate voice in public relations history. Evidence suggests that public relations counsel, serving as the corporate voice, created messages that produced and reproduced certain ideological meanings about the corporation. These ideological meanings provided important guidance on how members of the public should think about, relate to, and experience the corporation as a necessary, natural and benevolent organization in society. By incorporating ideological theory as an analytical tool to study public relations history, this article explores an important, but not often studied aspect of public relations history – the development and use of the corporate voice as a site of ideological production.     

Meshworked reputation: Publicists’ views on the reputational impacts of online communication

This paper discusses the conceptual and empirical connections between an organization's reputation management and online communication. The paper develops a theory driven model of the structural dimensions of reputation and analyzes organizational communication professionals’ views on the potential that online communication has for reputation management. The survey data showed that online communication was perceived to have positive impacts on the structure and advantages of reputation, and that these two aspects would seem to be strongly dependent on each other. Thus, online communication can be used to influence the assessments made by stakeholders about an organization's products and services, corporate responsibility, success, its ability to change and develop, and its public image. In addition, online communication can generate reputational advantages by strengthening stakeholder relationships and building social capital for the organization.     

Reputation management: the new face of corporate public relations?

An empirical study of Fortune 500 companies suggests that “reputation management” is gaining ground as a driving philosophy behind corporate public relations. Whether the phenomenon is a trend or a fad is not clear, given the lack of consensus in defining reputation, the instability and questionable validity of reputation measures, and unanswered questions about when and how (or even whether) reputation can be “managed.” Besides reputation management, corporate public relations departments in the study embraced a wide variety of other definitions of their function, suggesting that public relations continues to have great difficulty in defining itself. While the study did not find a strong correlation between reputation and overall spending on corporate communication activities, as had a similar study the prior year, it did find some interesting correlations between reputation and specific categories of spending.     

Testing How Management Matters in an Era of Government by Performance Management

Public administration finds itself in an era of government byperformance management, which is reflected in the widespreadassumption that management is a key determinant of performance,and that it is reasonable to expect managers to measurably improveorganizational effectiveness. This article joins a growing literaturein seeking to conceptualize and empirically test how externalenvironmental influences and internal management factors combineto create performance, relying on data from the 2002–2003National Administrative Studies Project (NASP-II) survey ofstate government health and human services officials. We categorizemanagerial efforts to facilitate organizational performanceas determined either through their interactions with the organizationalenvironment, or through employing workable levers to changeinternal organizational culture, structure, and technology.Among the external environmental variables we find that thesupport of elected officials and the influence of the publicand media have a positive impact on effectiveness. Among internalmanagement choices, the ability to create a developmental organizationalculture, establish a focus on results through goal clarity,and decentralize decision-making authority are all positivelyassociated with organizational effectiveness.     

PR in the ER: Managing internal organization–public relationships in a hospital emergency department

Focusing on a university-affiliated emergency department, this case study investigates the antecedents and outcomes of internal organization–public relationships as well as the cultivation strategies used to manage internal organization–public relationships (OPRs). The case study includes interviews with members of the emergency department's (ED) dominant coalition and focus groups with ED staff, as well as field observations in the ED itself. Findings illustrate that structural and policy antecedents acted as barriers to relationship maintenance, that a reliance on asymmetrical cultivation strategies culminated in poor internal OPRs, and that these poor relationships fostered negative attitudes, non-compliant behavior, and an arguably toxic organizational culture. Also, there was some evidence of symmetrical cultivation strategies (e.g., positivity and networking) fostering positive OPR perceptions among some employees. This case study can be used to guide best practices in internal public relations and answers the call for more research on public relations and health communication. Moreover, the current study suggests avenues for extending the relationship management perspective by considering organizational culture as a possible outcome of internal relationships.     

Organizations and the structure of culture

Recent work emphasizes how organizations and organizing are suffused by culture. Ignored, however, is the question of how organizations and organizing shape cultural understandings. In this paper, we draw attention to how organizations impact the creation, maintenance, and matching of cultural associations: The “structure of culture.” Cultural associations are distributed understandings of “what goes with what,” diffused via their co-adoption by individual and corporate actors. We argue that the process of associative diffusion is heavily influenced by organizational forms, routines, and operations. While organizations shape culture production, they likewise shape resulting associations between cultural items, actively modifying the structure of culture. We conclude that the role of organizations in shaping the structure and dynamics of culture should be a central topic of study moving forward.