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The purpose of this paper is to identify convergent elements between corporate reputation and financial resources. The paper seeks to draw parallels between corporate reputation management and corporate financial management in order to define common management principles.

In this paper, the analogy‐based approach is used to identify similarities in the functions and risks between corporate reputation and financial resources. This approach is the prerequisite for defining common management principles.

The paper proposes some arguments in favour of common functions and risks thesis of corporate reputation and financial resources. The finding of common functions and risks opens the way for an analysis of common principles in corporate reputation management and corporate finance management.

Cross‐fertilization between corporate communication and reputation and corporate finance can encourage effective evolution over time of the common management principles. The limitation of the research is the parallelism between two types of resources which traditionally belong to different subjects/disciplines. Cultural barriers may oppose the acceptance of this unusual juxtaposition of resources.

The use of these common principles allows for the development of an appropriate cultural background of managers. It could create advantages both for large companies and small businesses. The shared cultural background and language should serve to improve interaction and dialogue among managers on an intra‐ and inter‐organizational levels.

The parallels between corporate reputation and financial resources; the common management principles of these different resources; and their theoretical‐conceptual and practical implications, are entirely new topics in literature.

The corporate reputation of a firm and reputation risk is becoming increasingly important because of the rise of social media and the ongoing globalization. While defining and measuring corporate reputation and reputation risk represent the first steps in corporate reputation (risk) management, there is no general agreement in defining and measuring these two terms. Hence, this paper aims to give an overview of the existing literature in this regard, discuss it with respect to the operability in corporate reputation (risk) management and, based on this, present a holistic and consistent approach to define and measure corporate reputation and reputation risk.

The paper gives an overview of the literature regarding definitions and measurement methods of corporate reputation and reputation risk. Moreover, it discusses such definitions and measurement methods with respect to the operability in corporate reputation (risk) management.

Based on an overview of the literature regarding definitions and measurement methods of corporate reputation and reputation risk, the authors present a holistic and consistent approach to define and measure corporate reputation and reputation risk.

The authors present an holistic and consistent approach to define and measure corporate reputation and reputation risk with focus on (risk) management purposes.

The purpose of this paper is to introduce a new framework to measure corporate halal reputation. In this conceptual paper, the “Corporate Halal Reputation Index” is proposed, which acts as predictor for corporate halal reputation and sales in Muslim markets.

This paper builds further on previous work published in the Journal of Islamic Marketing on Islamic Branding. Research propositions are constructed on the drivers and moderating variables of corporate halal reputation.

Halal authenticity, trustworthiness of halal certification body, messages by company and supply chain partners, messages by external stakeholders and the moderating variables category of Islamic brand and sensitivity of product are expected to determine the corporate halal reputation. Alignment between the corporate halal reputation drivers and halal market requirements will be critical for brands to earn and protect their license to operate in Muslim markets.

This conceptual paper proposes that halal authenticity, trustworthiness of halal certification body, messages by company and supply chain partners, and messages by external stakeholders, as well as two moderating variables, are essentially determining the corporate halal reputation. However, empirical research is needed through a case study and survey research to validate the proposed “Corporate Halal Reputation Index” and test these research propositions.

This study shows that corporate halal reputation management is different from conventional corporate reputation management. The corporate halal reputation index should be measured and included in balanced scorecards at top management level.

The “Corporate Halal Reputation Index” is envisioned to be the new key performance indicator for both the top management and halal committee (halal management team) operating in Muslim markets. As there is an evident lack of academic research in the field of corporate halal reputation management, it provides an important reference for corporate communication and Islamic branding and marketing.

The purpose of this paper is to aid the convergence of design and management as a strategic lever and innovative tool to improve corporate reputation in higher education institutions (HEIs), particularly in the Polytechnic Institute of Bragança, Portugal (IPB).

SWOT analysis is used to identify strengths and weaknesses in the context of an organization’s internal competencies (identity) and opportunities and threats in an analysis of the organization’s external competitive context (image). Quantitative analysis was used based on questionnaires conducted with IPB community to analyse if differences exist between identity (staff) and image (students) and where there are design structures (website, visual identity, advertising and environment. Corporate character scale developed by Davies et al. (2003, 2004) was used.

With the SWOT analysis, it is possible to outline IPB performance strategies that meet a positive reputation. A positive corporate reputation was found in IPB with the study of corporate character scale. It has been realized where there are differences from the point of view of identity and image, and thus, it is possible to indicate ideas of improvement to increase the competitiveness of HEIs.

The study is restricted to five schools of IPB. It would also be pertinent to broaden the scope of the stakeholders, encompassing the external community of the IPB that is extending the study to the external public, such as parents, companies, suppliers and secondary students.

HEI competitiveness implies student recruitment and public policies. A positive reputation implies a positive brand image. Design competencies of the public higher education sector can go much further acting at the strategic level, establishing its directives of action in the markets where it operates to reflect its corporate reputation in a positive way in the mind of the consumer. Intangible assets such as identity, image and corporate reputation, appear as very valuable elements, presenting an increasing importance in the management of universities that entered a market context where sustainability requires the adoption of more entrepreneurial management guidelines.

The paper is useful for the professionals and academics in perceiving the importance of use management and strategical tools to identify HEI communication and reputation difficulties for a thorough design thinking that delineates solutions that leverage the competitiveness of service organizations such as HEIs.

Supported by the principles of the legitimacy theory, the purpose of this paper is to explore the relationship that exists between the information quality of the corporate social responsibility (CSR) reporting provided by the most liquid companies operating in the Spanish Stock Market and their corporate reputation.

Three regression models are tested with panel data collected for a sample of the 35 most liquid companies operating in the Spanish Stock Market between 2004 and 2014.

The findings show that two axes of information quality (i.e. content and management systems) should be necessarily controlled by companies in order to improve their corporate reputation through their CSR reporting. The content axis refers to the compliance of CSR reports with the provision of qualitative, quantitative, and evaluative information concerning the impacts of the CSR of the company on society and the environment. The management systems axis refers to the compliance of CSR reports with the disclosure of details about the policies, plans, and actions that companies implement to assure an effective management of CSR initiatives.

Previous literature exploring the relationship between corporate reporting and reputation has frequently focused on either the impact of the quantity of financial and CSR information reported by companies and the role of information quality, but only in reference to a number of specific themes (environment, customers) and not to the full range of information covered by CSR reports. The authors of this paper extend on previous academic literature by empirically evaluating the relationship between two dimensions of the information quality of CSR reporting (content and management systems) and the corporate reputation of companies operating in the Spanish Stock Market.

Basándose en la teoría de la legitimidad, los autores de este trabajo exploran la relación que existe entre la calidad de la información contenida en las memorias de responsabilidad social corporativa (RSC) de las principales empresas cotizadas en la bolsa española y su reputación corporativa.

Se testean tres modelos de regresión con un panel de datos recopilados entre 2004 y 2014 para una muestra de las 35 empresas más sólidas de la bolsa española.

Los resultados muestran que los dos ejes principales de la calidad de la información (es decir, contenido y sistemas de gestión) deben ser necesariamente controlados por las empresas con el fin de mejorar su reputación corporativa a través de sus memorias de RSC. El eje de contenido se refiere al cumplimiento de las memorias de RSC con el suministro de información cualitativa, cuantitativa y de evaluación en relación con los impactos de la RSC de la empresa en la sociedad y el medio ambiente. El eje de los sistemas de gestión se refiere al cumplimiento de las memorias de RSC con la divulgación de información acerca de las políticas, planes y acciones que las empresas implementan para asegurar una gestión eficaz de las iniciativas de RSC.

La literatura previa que ha explorado la relación entre la información corporativa y la reputación se ha centrado con frecuencia en (1) el impacto de la cantidad de información financiera y de RSC que generan las empresas o (2) el papel de la calidad de la información, pero sólo en referencia a una serie de temas concretos (principalmente medio ambiente y clientes) y no a toda la gama de información cubierta por las memorias de RSC. Los autores de este trabajo amplían esta línea de investigación mediante la evaluación empírica de la relación entre dos dimensiones de la calidad de la información de las memorias de RSC (contenido y sistemas de gestión) y la reputación corporativa de las empresas que operan en la bolsa española.

Owner‐managers or managing directors of 106 UK public relations consultancies completed a questionnaire concerning the extent of their firms’ client reputation management activities and their attitudes and opinions about reputational work. The results suggested widespread interest in the concept and practice of reputation management as an area of activity separate and distinct from other aspects of PR. However, respondents expressed concerns about the existence of barriers to the implementation of reputation management programmes within client companies. The executives most likely to agree with the “academic” definition of corporate reputation were those whose consultancies offered a large number of reputation management services; who believed that the demand for these services was about to rise; and who clearly distinguished between reputational and general PR activities. Only a small percentage of the sample disagreed with the proposition that most innovations in the field of reputation management were attributable to practitioners rather than academics.

Because of the recent COVID-19 pandemic, online platforms where travelers' comments and reviews are published have grown considerably. More specifically, in the tourism sector, these social evaluations have been shown to have a strong influence as online platforms, such as online travel agencies (OTA), represent a main touchpoint for the formation process of the online corporate reputation. Hence, the purpose of this study is to investigate how the pandemic has influenced the online reputation formation of tourism companies and which are the new reputation pillars emerging from the COVID-19. To achieve this research aim, we analyzed the customers' reviews as reported publicly on TrustPilot.com, an online platform that allows customers to review businesses after a purchase or contact with their customer service, before and after COVID-19 so as to identify significant changes in the corporate reputational drivers of LastMinute.com. With this study we have identified the four topic clusters and their sentiment in the two periods of consideration, and we have found that the corporate reputation of tourism companies is formed today starting from different consumer needs. Finally, managerial implications for communication professionals operating in tourism firms are presented.

In this chapter, we explore the multilevel nature of reputation from a shared value perspective. Building on a large body of literature surrounding corporate reputation, we discuss how the creation of reputational value at the firm level may also lead to value shared by the industries and countries in which a firm operates, and vice versa. In examining the recursive and dynamic relationships, strategic implications emerge with regard to managing reputations globally. We argue that the value of reputation is determined by the ability to meet the expectations of stakeholders with respect to what they as an audience perceive as important. Stakeholders’ expectations and perceptions of what is valuable fluctuate across different markets and the more heterogeneous the markets in which a firm diversifies internationally, the more difficult it will be to manage all these expectations. By building on our understanding of firm, industry, and country reputation, and the recursive relationships between them, we contend that creating shared value (CSV), as part of the global reputation management process (GRM), is likely to be easier when there is contextual similarity and limited product diversification. Building on previous frameworks, and employing signaling theory, we create a simplified model of GRM that highlights CSV in the form of multilevel reputation. Distinctions are drawn between being efficient and effective as part of the GRM process and a corresponding typology is created. The chapter concludes with a discussion of strategic implications, alongside a few recommendations, and possible directions for future research.

This paper, examines why CEOs often misunderstand and therefore mismanage the reputations of their companies. The paper describes the way corporate reputations are built, maintained and enhanced and suggests that a good reputation needs several elements: (1) that it be part of the corporate strategy, not just a public relations or advertising slogan; and (2) that it be built from differentiating, sustaining activities of the company. The author couples his own experience with the literature on corporate strategy, noting that reputation is part of the corporate positioning process, which has long been considered the core element in strategy. Fortune magazine’s “Most admired companies” and research conducted by the author are used to highlight the variables of corporate reputation and how perceptions of reputation differ internationally. Using these variables, companies can maintain consistency in their reputation globally, while at the same time allowing regions and countries to customise to meet local needs. The paper argues that companies often fail to achieve their desired reputations because of two primary factors: (1) the failure to identify a clear core competency, relying instead on claims of superiority that have little value to the intended audience; and/or (2) “active inertia”, or continuing to do the same things that made the company successful, despite the fact that these things are no longer relevant to the current situation. Examples of companies that have done a good job at building their corporate reputation and examples of some who have had problems are provided, along with a check list of “warning signs” that a company’s reputation is in trouble, along with some suggested actions.