An Identity-Based View of Reputation, Image, and Legitimacy: Clarifications and Distinctions Among Related Constructs

Foreman, Peter O.; Whetten, David A.; Mackey, Alison

doi:10.1093/oxfordhb/9780199596706.013.0009

Cited by 47 publications

(52 citation statements)

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“…Pratt, Rockmann and Kaufmann (2006) suggest that individuals who pitch themselves as sector experts can bolster their professional identity, which impacts on reputation given that reputation is considered an external reflection of identity (Foreman, Whetten and Mackey, 2012). This strategy has important implications for how employees of PSFs can convince clients of their value, not only in areas of existing strength (e.g.…”

Section: Moving Away From the Jonesesmentioning

confidence: 99%

Common Threats and Managing Reputation in Executive Search Firms

Harvey

Beaverstock

2018

British J of Management

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This paper provides important insights into how executive search firms can successfully manage their reputations to overcome major threats to their organizations. The paper focuses on three threats faced by executive search firms: the global financial crisis; questions around the sector's professional status; and the proliferation of social media for recruitment. Our data show that there was not a single coherent response from firms, but a piecemeal approach that focused on three forms of reputation management. First, diversifying service offerings; second, highlighting their symbolic capital; and third, connecting their firms to clients and candidates through partners. Building on our data and the theoretical literature, we provide a framework for understanding how professional service firms can manage their reputations in response to common threats, based on three categories from the English idiom 'keep up with the Joneses'. First, moving away from the Joneses; second, fencing out the Joneses; third, networking more than the Joneses. We provide theoretical and practical insights around how organizations can manage their reputations in response to threats which are common across sectors.

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Section: Moving Away From the Jonesesmentioning

confidence: 99%

Common Threats and Managing Reputation in Executive Search Firms

Harvey

Beaverstock

2018

British J of Management

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“…This duality regarding the essential meaning of the organization structured around business versus altruistic value systems has been called the generic utilitarian-normative hybrid 21 . Because organizational identity acts as a sense-giving device for organizational self-conception and action, it influences several individual and organizational outcomes, such as identification, reputation or performance 22 . If members perceive that their organizations adopt more than one identity, they can experience ambiguity and conflict in the focus of their action and their identification with the organization can be compromised.…”

Section: Healthcare Organizations: a Plural Nature In A Plural Contextmentioning

confidence: 99%

“…HCO are good examples of holographic organizations because more and more of them have to deal with the seemingly irresolvable conflict between seeking to reduce costs and being financially viable while maintaining an increasingly demanding level of quality care for patients. But more importantly, if one organization fails to accomplish just one of these demands, the survival of the entire organization will be at risk 22 . Thus, to somehow conciliate the multiple identities of HCO becomes a central management concern.…”

Section: Janusian Anomic Agent and Steward: Toward A Typology Of Hymentioning

confidence: 99%

Janusian, anomic, agent, and steward: How employees perceive the identity of healthcare organizations

Nunes

Martins

2017

International Journal of Healthcare Management

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We suggest that healthcare organizations (HCO) develop a hybrid identity that can be described in a typology made up of four identities: janusian, anomic, agent and steward. These hybrid identity types result from the combination of two seemingly incompatible identities: utilitarian or business oriented versus normative or community care oriented. We also posit that the perception of HCOs" identity is related with members" patientfocused behavior and organizational identification. To explore these possibilities, we surveyed a sample of 732 members from three very different HCOs: a non-profit mental health provider, a hemodialysis for-profit company, and a state-owned acute hospital. Results show that our typology of HCOs" identity discriminates between organizations, between occupations and, more importantly, that patient-focused behaviours and organizational identification are higher when members perceive their organizations as janusian, i.e. rate their organizations high in both utilitarian and normative identities, orientations that do not usually go together. Implications for the management of janusian HCO are discussed.

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“…Firms that restate their financials (i.e., "restating firms") are generally perceived to have engaged in misconduct (e.g., Foreman, Whetten, & Mackey, 2012;Greve, Palmer, & Pozner, 2010), resulting in a loss of "social approval" (i.e., acceptance or positive sentiment of broadly defined stakeholders including the general public) (see, for example Bundy & Pfarrer, 2015;Zavyalova, Pfarrer, Reger, & Shapiro, 2012). Prior research has discussed how firms could recover or regain social approval after a transgression (Bachmann, Gillespie, & Priem, 2015;Pfarrer, Decelles, Smith, & Taylor, 2008;Poppo & Schepker, 2010) and also investigated empirically a variety of recovery actions such as executive turnover (Arthaud-Day, Certo, Dalton, & Dalton, 2006), press releases (Chakravarthy, DeHaan, & Rajgopal, 2014), and denial and defense (Lamin & Zaheer, 2012), among other responses (Pace, Fediuk, & Botero, 2010;Pfarrer, Decelles, et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

Stepping across for social approval: Ties to independent foundations' boards after financial restatement

Lungeanu

Paruchuri

Tsai

2018

Strategic Management Journal

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Research Summary: Integrating research on independent philanthropy and organizational misconduct, we argue that affiliations with independent foundations provide social approval benefits for firms that restate their financials. We use a panel of S&P 500 companies from 2004 to 2011 to investigate the addition of foundation board ties by restating firms. CEOs of restating firms add more new foundation board ties than CEOs of non‐restating firms, while existing corporate philanthropy and greater corporate reputation diminish this effect. We also find that new ties to foundations boards influences media tenor for restating firms more than it does for non‐restating peers. Our study offers a nuanced analysis of the post‐crisis actions of restating firms relative to non‐restating peers and highlights the relevance of ties to nonprofit boards for corporate governance. Managerial Summary: Firms oftentimes fire their top executives in the aftermath of misconduct, but such response is itself disruptive for the firm's operations. Instead, we suggest that forging ties to independent foundations can help firms in such contexts without unsettling effects. Our results show that, after a restatement event, CEOs of misconduct firms are especially likely to join new foundation boards as trustees and thus seem to be aware of the benefits of these associations. CEOs from firms with existing in‐house philanthropy or a high reputation do not join as many new foundations' boards of trustees. We also find that new firm‐foundation links are promptly and positively evaluated by the media, thus helping misconduct firms regain social approval.

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An Identity-Based View of Reputation, Image, and Legitimacy: Clarifications and Distinctions Among Related Constructs

Cited by 47 publications

References 0 publications

Common Threats and Managing Reputation in Executive Search Firms

Common Threats and Managing Reputation in Executive Search Firms

Janusian, anomic, agent, and steward: How employees perceive the identity of healthcare organizations

Stepping across for social approval: Ties to independent foundations' boards after financial restatement

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