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The purpose of this paper is to examine the value‐relevance of corporate reputation during times of crisis. The paper seeks to extend the view beyond the traditional focus on the cognitive component of reputation, shed light on its affective component, and integrate the perceptions of different stakeholder groups.

The paper uses two large‐scale surveys, one from before and one from after the financial crisis year of 2008, to ascertain the reputation evaluations of the largest publicly listed corporations in Germany. The paper employs a model augmented with standard accounting variables (i.e. sales, return on assets, etc.) to analyse the link between corporate reputation as noted by different stakeholder groups and future firm value.

Even though corporations are not able to elude the overall negative impact of an economic crisis, the magnitude of influence depends on the individual firm dynamics as related to the firm's reputation. In particular, firm value dynamics are significantly associated with a reputation's affective component as perceived by the general public and its cognitive component as perceived by opinion leaders.

The paper analyses only very large corporations in Germany over a limited period of time.

Managers cannot influence the course of a trans‐national crisis, but they can immunise their company against its impacts by managing financial and non‐financial drivers of firm reputation within the various stakeholder groups.

The paper extends previous research on the value‐relevance of corporate reputation by exploring the roles of different stakeholder groups' perceptions of the affective and cognitive component of reputation.

Theory has made many assumptions about the consequences of a “good” corporate reputation. The aim of this paper is to provide evidence of the effect of a positive corporate reputation on the firm's future financial performance by means of a more differentiated concept of reputation than the one commonly used in literature.

In contrast to prior research, reputation is conceptualised by means of a two‐dimensional approach. Therefore, two distinct reputational components are hypothesised as affecting financial performance differently. A large‐scale representative survey of 30 of the largest German firms is conducted to gain reputational evaluations of these firms. The overall assessment of reputation is differentiated into a part that is explained by past financial performance and an idiosyncratic part to control for the effect of past performance on today's reputation. Finally, the idiosyncratic effect of reputation on future performance is assessed with an econometric model.

Both the cognitive and the affective reputational dimension significantly influence future financial performance after controlling for past performance. Furthermore, the results suggest that the decompositional model outperforms a non‐decompositional approach in terms of goodness of fit.

There is only a limited possibility to generalise the results to all firms.

The results imply a need for differentiated reputation management, since the cognitive and affective components of corporate reputation drive financial performance differently.

The two‐dimensional reputational approach broadens prior research with a focus on the differences in performance – the effects of both the reputational components.

As empirical insights into when salespeople should integrate information and communication technology (ICT) into their sales tasks are limited, the purpose of this study is to investigate the impact of salespeople’s ICT orientation on role stress by considering the interplay of individual salesperson characteristics and the complexity of the selling environment, differentiating between customer and supplier complexity.

The authors develop an empirical framework based on the Job Demands-Resources model and previous research in the area of technology in sales. They test their hypotheses by means of a survey of 255 business-to-business salespeople which is analyzed using ordinary least squares regressions.

The results of this study show that ICT orientation generally helps salespeople to reduce role ambiguity. However, the benefits salespeople derive from ICT orientation to reduce role conflict depend on an interplay of both their job tenure and the average relationship duration with customers as well as the complexity of the selling environment.

This study contributes to research on the impact of technology use on salespeople by enhancing the understanding of contexts that make ICT valuable for them. In particular, the findings of this study demonstrate that the impact of ICT orientation on salespeople’s role stress depends on an interplay of individual salesperson characteristics, that is, resources, and environmental complexity characteristics, that is, demands.