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Reputation Management Unit 1

This unit explores the concept of corporate identity and its role in establishing, maintaining, and protecting strong reputations with various stakeholder groups. It covers the Birkigt and Stadler model of corporate identity, the relationship between social, organizational, and corporate identity, and the importance of aligning vision, culture, and image. The unit also discusses the transition from focusing on image to reputation and the evaluative nature of reputations.

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Reputation Management Unit 1

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  1. Reputation ManagementUnit 1 Definition and Development Corporate Identity, Image and Reputation

  2. Overview • Corporate identity management • Establishing, maintaining and protecting corporate reputations with different stakeholder groups

  3. Corporate identity • Strategically projecting a particular positive image of the organization • to build, maintain and protect strong reputations with stakeholders • leads to stakeholders accepting and supporting the organization • Gives organizations first-choice status with investors, customers, employees and other stakeholders

  4. Advantages of corporate image investing

  5. Corporate identity • Originally corporate identity focused on logos and visual design • Now encompasses all forms of communication • Not just outward embodiment of company but also intrinsic characteristics/traits of company that provides specificity

  6. The Birkigt and Stadler model of corporate identity Birkigt, K. and Stadler, M. (1986) Corporate Identity: Grundlagen, Funktionen und Beispielen. Landsberg an Lech: VerlagModerneIndustrie

  7. Corporate identity, image and reputation • Corporate image management adds an important symbolic dimension to corporate communication

  8. Corporate identity in relation to corporate reputation Based on Van Riel, C.B.M. and Balmer, J. (1997), ‘Corporate identity: The concept, its measurement and management’, European Journal of Marketing, 31: 342.

  9. The Relationship between Social, Organizational and Corporate Identity Source: Adapted from Cornelissen, J. P., Haslam, S. A. and Balmer, J. M. T. (2007), ‘Social Identity, Organizational Identity and Corporate Identity: Towards an Integrated Understanding of Processes, Patternings and Products’, British Journal of Management, 18: S1–S16.

  10. ORGANIZATION ORGANIZATION ORGANIZATION Brand Brand communication Behavior Behavior communication Behavior symbolism symbolism symbolism communication MONOLITHIC BRANDED ENDORSED Monolithic, endorsed and branded identities

  11. Types of identity structure

  12. Aligning identity, image and reputation Importance of alignment between: • the organizational culture as experienced by employees • the corporate vision as articulated by senior managers • corporate image or reputation in the minds of external stakeholders

  13. Toolkit to assess the alignment between vision, culture and image Hatch, M.J. and Schultz, M. (2001)

  14. Three toolkit elements • Vision: senior management’s aspirations for the organization. • Culture: the organization’s values as felt and shared by all employees of the organization. • Image: the image or impression that outside stakeholders have of the organization.

  15. Aligning identity, image and reputation • Interface between vision and culture: • Does the organization practisethe values it promotes? • Does the organization’s vision inspire all its subcultures? • Are the organization’s vision and culture sufficiently differentiated from those of its competitors?

  16. Interface between vision and image • Who are the organization’s stakeholders? • What do the stakeholders want from the organization? • Is the organization effectively communicating its vision to its stakeholders? BA Case study – controversy over a move away from design that reflected heritage and traditional values

  17. Reputation’s Visibility • Fortune’s “Most Admired Companies.” • From the periphery to the center of business and public relations thinking. • Corporate-centric.

  18. Lack of PR Interest • 2001 PR awakens to reputation. • Thirty years of little contribution from PR. • PR had distaste for image. • Bernays • Grunig • “Image” a false front projected to manipulate constituents. • Dominated by marketing research.

  19. Transition to Reputation • Image is tainted. • Indicates style over substance. • Reputation is actually more complex. • Focus on actions as basis for reputation.

  20. Definition • How constituents perceive an organization • The aggregate evaluation constituents make about how well an organization is meeting constituent expectations based on its past behaviors (Rindova & Fombrun, 1998; Wartick, 1992).

  21. Evaluative Nature of Reputations • Reputation is an evaluation constituents make about an organization’s performance. • Different standards of evaluation create different reputations. • PR natural fit to address constituent perceptions and evaluations.

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