Stakeholder Orientation and Corporate Reputation: A Quantitative Study on US Companies

Perrini, Francesco; Vurro, Clodia

doi:10.4468/2013.1.04perrini.vurro

Cited by 13 publications

(17 citation statements)

References 34 publications

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“…We can therefore state: the company's responsibility cannot arise separately, but as a result of an effective combination of the separate dimensions identified (legal, social, environmental and economic) according to a unified and global corporate vision (Porter & Kramer 2006;Perrini & Vurro 2013, Cassano 2013, Salvioni & Gennari 2017. Therefore, the company's responsibility cannot be split up into separate dimensions, each detached from the other, but must be understood as the joint and unified participation in the long-term growth of the company (Figure 2).…”

Section: Figure 1: Corporate Governance and Strategic Approachmentioning

confidence: 99%

“…The quality of a company's reputation is essential to long term success. In this respect, a good reputation increases the trust placed by investors, employees, clients, management and audit entities in the company leading to better resources and potential for success (Doorley & Garcia 2011;Perrini & Vurro 2013).…”

Section: Managing Stakeholder Relations and Reputationmentioning

confidence: 99%

See 1 more Smart Citation

Corporate Global Responsibility and Reputation Risk Management

Cassano¹

2019

Symphonya. Emerging Issues in Management

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The increasing attention placed by corporations on sustainable development due to the growing importance attributed to this issue by institutions at an international level, leads to a reconsideration of the concept of the global responsibility of companies as a prerequisite for effective multi-stakeholder relationships. All levels of responsibility are taken into consideration within this broad spectrum: legal, social, economic and environmental, leading to a more integrated approach to management of reputation risk. This study is a theoretical reflection on the relationship between the interests of stakeholders, the extent of corporate responsibility and management of reputation risk.

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Section: Figure 1: Corporate Governance and Strategic Approachmentioning

confidence: 99%

Section: Managing Stakeholder Relations and Reputationmentioning

confidence: 99%

Corporate Global Responsibility and Reputation Risk Management

Cassano¹

2019

Symphonya. Emerging Issues in Management

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“…Using the rhetoric of social responsibility means making extensive use of CSR communication, with a narrative based on promises and claims for convincing rather than proving (Fassin & Buelens, 2011;Hur et al, 2014). On the contrary, engagement in social and environmental matters through substantive actions, beyond legal compliance (Campbell, 2007;Lambin, 2009;Perrini & Vurro, 2014), means adopting performance-driven CSR communication based on experiences and storytelling, which outlines tangible benefits rather than promises (Du et al, 2010;Pomering & Dolnicar, 2009).…”

Section: Features Of Residual and Integrated Csrmentioning

confidence: 99%

The Evolution of CSR: An Integrated Approach

Mosca¹,

Civera²

2017

Symphonya. Emerging Issues in Management

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Corporate social responsibility (CSR) has been traditionally interpreted as the sum of practices, policies, and strategies linked with social and environmental benefits that corporations implement to serve multiple stakeholders' interests simultaneously. The evolution of meanings and implications of traditional and contemporary interpretations of CSR, focuses on integrated CSR as a breakthrough approach to business, society, and environment. Several theories and trends that integrated CSR is rooted in are: stakeholder theory, ethics, value creation, and the increasing global call for sustainable growth and development, under both financial and ethical perspectives. Selected case studies will serve as empirical evidence of processes, practices, and strategic tools that can allow the integration of CSR into the company core business and will open avenues for further discussions and practical innovative developments in CSR strategy to both academics and practitioners.

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“…However, besides the need to manage reputational and legitimacy risks of being deemed responsible for suppliers' actions, the diffusions of sustainable practices along the value chain has been also fostered by more strategic considerations (Perrini, Vurro 2013). In fact, with company activities spreading over a large number of countries and constituencies the search for new coordination and control systems has become pressing, leading to the formulation and implementation of codes of conduct (Mamic 2005;van Tulder et al 2009) and collaborative practices aimed at strengthening trust and reduce the potential for unbalanced use of power among firms in the supply chain (Schlegelmich, Öberseder 2007).…”

Section: Managerial Approaches To Sustainability In the Value Chain Amentioning

confidence: 99%