The Construction of Leadership Images in the Popular Press: The Case of Donald Burr and People Express

Chen, Chao C.; Meindl, James R.

doi:10.2307/2393273

Cited by 316 publications

(272 citation statements)

References 18 publications

(7 reference statements)

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“…Firms immobilize resources on a provisional basis (Hillman and Hitt, 1999), and, once the issue is solved, media awareness (of and within the organization) becomes a low priority (Kiewert and McCubbins, 1991). Chen and Meindl (1991) show that it is possible to change people's perceptions by changing portrayals in the media. They employ the agenda-setting and social constructionist view.…”

Section: Discussionmentioning

confidence: 99%

“…Having a strong influence on information exchanges and asymmetries between business and society, the media has become a paramount stakeholder for firms because it provides a social signal to other stakeholders experiencing uncertainty caused by information asymmetry (Deephouse, 2000); it manipulates the issue saliency and pressures of various stakeholders through contingencies on agenda setting (Gamson, Croteau, and Hoynes, 1992); it influences the social construction of reality regarding firms' activities (Chen and Meindl, 1991); it portrays the public knowledge and opinions about firms (providing valuable input for firms about their external perception); and it influences public knowledge and opinions about firms (Gans, 1998;Brown and Deegan, 1998;Sinha, Inkson, and Barker, 2012). The media also provides a forum for debate on what constitutes socially acceptable economic behavior (Gamson et al, 1992).…”

Section: Introductionmentioning

confidence: 99%

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Media Influence and Firms Behaviour: A Stakeholder Management Perspective

Voinea¹,

Kranenburg²

2017

IBR

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To better understand the media as a stakeholder we study the media influences and the types of actions used by firms to manage this stakeholder. A hegemonic approach to the subject argues that the media is part of an economic, political, social, and cultural struggle. Accordingly, different stakeholders and classes compete for dominance and attempt to impose their visions, interests, and agendas on society as a whole. Firms, along with other groups, struggle for social dominance by disseminating images through the media. By means of stakeholder management and organizational response literature we show that given the dependency on the media's accountability, answerability, and credibility, firms implement either strategic actions or fire -fighting actions. Evidence is brought from foreign firms in the traditional media business (print, radio, television) in the Netherlands, context characterized by freedom of the press, opinion, and information.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Media Influence and Firms Behaviour: A Stakeholder Management Perspective

Voinea¹,

Kranenburg²

2017

IBR

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“…Overall, this research stream (e.g. Meindl et al, 1985;Meindl and Ehrlich, 1987;Chen and Meindl, 1991) emphasizes that some societies strongly attribute outcomes (either positive or negative) to leaders. In this sense, and because of the culturally contingent base of attribution (Krull et al, 1999), leaders in those countries are seen as having higher power distance and a greater profile.…”

Section: Cultural Practices Vis-à-vis Power Distancementioning

confidence: 99%

Strategizing in a focused context: managerial discretion in the Arab world

Youssef¹,

Christodoulou

2017

JSMA

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Purpose The purpose of this paper is to broaden the national-level construct of managerial discretion and to investigate the effect of cultural practices on executive discretion. Design/methodology/approach Based on a sample of six Arabian countries and using a panel of prominent cross-cultural scholars who provided 262 discretion scores for the sample countries, the authors replicate and extend the national framework of Crossland and Hambrick (2011) in a new cultural context. The cultural dimensions were measured using survey responses of middle managers based on House et al.’s (2004) cultural practices scale. Findings The authors extend the national-level framework of managerial discretion and find that an encompassing array of cultural practices plays a crucial role in shaping the degree of discretion provided to CEOs. The authors empirically demonstrate that power distance, future and performance orientation, along with gender egalitarianism and assertiveness have positive relationships with managerial discretion. However, institutional collectivism, uncertainty avoidance and humane orientation negatively affect the degree of discretion provided to CEOs. Originality/value The study fills a gap in the literature regarding the national-level framework of managerial discretion. The results indicate that executives can take idiosyncratic and bold actions to the extent to which the cultural environment allows them to do so. Also, the authors discover new national-level antecedents of managerial discretion that have not been considered in earlier studies and confirm the context dependency of this concept.

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“…The increased media outlets and increasing number of shareholders in the world there is a growing audience for business news who require detailed information on continuous basis. The increasing appetite for business information and the interest in the CEO that drive business success has contributed to the creation of celebrity CEOs who have strong media presence [85,86].…”

Section: Characteristics Of Chief Executive Officers and Firm Performmentioning

confidence: 99%