UK corporate reputation management: The role of public relations planning, research and evaluation in a new framework of company reporting

Abstract

The permeation of the corporate social responsibility imperative and the proliferation of the Internet across the globe have begun to redistribute social influence. A wider spectrum of competing stakeholders now exists and as a result corporate strategies and governance structures are subject to greater demands for transparency and accountability. In this context, reputation, of which the public relations practitioner is custodian, is now a company’s most valuable and fragile asset. To help rationalise the accountability dynamic, proposed changes to UK company law could enable a more inclusive approach to corporate reputation management through a change in definition of directors’ duties and the introduction of a non‐mandatory operating and financial review (OFR) to include intangible assets within a company’s reporting framework. The proposals are likely to be the subject of a white paper and legislation in the this session of parliament. This paper argues that by demonstrating greater emphasis on planning, research and evaluation the public relations practitioner can more effectively inform the company reporting framework and exceed the demands of accountability necessary for successful strategic corporate reputation management.

Citation

O’Connor, N. (2001), "UK corporate reputation management: The role of public relations planning, research and evaluation in a new framework of company reporting", Journal of Communication Management, Vol. 6 No. 1, pp. 53-63. https://doi.org/10.1108/13632540210806937