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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 reviews an empirical study into corporate reputation strategies in large UK organizations. It considers what is meant by corporate reputation and its role in the strategic marketing communications mix. The findings confirm not only that over the past decade planning and implementation of reputation strategies has become a dominant focus of those concerned with corporate governance but also that the organizational communicator now perceives his or her role as one of guardian of that reputation. It notes further, that between academics and practitioners alike there remains much confusion over the terms reputation and image; are the two one and the same? The findings have implications not only for senior management but also for the development of communication strategies aimed at enabling an organization to gain a competitive advantage in an increasingly overcrowded market place. Evidentially corporate reputation has developed more and more in the UK context – and is now recognized by enlightened management as a key weapon in organizational strategy formulations.

This study aims to examine the antecedents and consequences of strategic online-reputation management among tourism firms. It is proposed that customer relationship management (CRM) is an antecedent of strategic online-reputation management, brand equity is a consequence of strategic online-reputation management and the use of online tools moderates the effect of strategic online-reputation management and CRM on brand equity.

A quantitative empirical study is conducted among online marketing managers of chain hotels. Structural equation modeling (SEM) is used to verify the proposed relationships.

The results show that CRM is an antecedent of strategic online-reputation management, and that strategic online-reputation management and CRM exert a positive effect on brand equity among firms that frequently use a range of online tools. No such effect is found in cases of limited usage of online tools.

Tourism firms seeking to achieve greater brand equity by means of strategic online-reputation management should implement CRM and make extensive use of online tools.

The main contributions of this study are that it analyzes the antecedents and consequences of strategic online-reputation management jointly and empirically; studies the moderating role of the use of online tools in the effect of online strategies – such as online-reputation management and CRM – on brand equity; and studies the consequences of CRM in online media.

本研究探讨旅游公司战略性在线声誉管理的前因和后果。建议 a) 客户关系管理 (CRM) 是战略性在线声誉管理的先决条件, b) 品牌资产是战略性在线声誉管理的结果, c) 在线工具的使用调节战略性在线声誉管理的效果- 品牌资产的声誉管理和 CRM。

本研究对连锁酒店的在线营销经理进行了定量实证研究。结构方程模型 (SEM) 用于验证所提出的关系。

CRM 是战略在线声誉管理的前身, 战略在线声誉管理和 CRM 对经常使用一系列在线工具的公司的品牌资产产生积极影响。在有限使用在线工具的情况下没有发现这种效果。

希望寻求通过战略性在线声誉管理实现更大品牌资产的旅游公司应实施 CRM 并广泛使用在线工具。

本研究的主要贡献在于：(i) 本研究联合实证分析战略性在线声誉管理的前因和后果; (ii) 本研究探讨了使用在线工具对在线战略（例如在线声誉管理和 CRM）对品牌资产的影响的调节作用; (iii) 本研究探讨了 CRM 在在线媒体中的影响。

Previous research has explored the link between sustainability disclosure and reputation but produced contradictory results. This study aims to clarify the sustainability disclosure–reputation relationship through a quantitative analysis of the correlations between these variables reported in empirical research papers. The second objective was to determine how various moderators affect the sustainability disclosure–reputation link.

The meta-analysis was based on a systematic review of the literature covering empirical research on the corporate sustainability disclosure and reputation relationship. A total of 92 articles were meta-analyzed to compile their findings on four extrinsic moderators: company size, ownership, stock listing status and activity sector.

The findings confirm that a significant positive correlation exists between corporate sustainability disclosure and reputation. The moderator analysis also revealed that companies’ different characteristics can explain researchers’ divergent results.

The results have considerable practical relevance for organizational management. First, they can motivate managers to improve and disclose their company’s social and environmental impacts to strengthen their reputation, which in turn will help accelerate the achievement of the Sustainable Development Goals. Second, the findings can ensure organizations develop disclosure and reputation management strategies adapted for each firm’s size, ownership, stock listing status and activity sector.

The results have considerable practical relevance for organizational management. First, they can motivate managers to improve and disclose their company’s social and environmental impacts to strengthen their reputation, which in turn will help accelerate the achievement of the Sustainable Development Goals. Second, the findings can ensure organizations develop disclosure and reputation management strategies adapted for each firm’s size, ownership, stock listing status and activity sector.

To the best of the authors’ knowledge, this meta-analysis is the first to clarify the link between disclosure and reputation, which makes a unique contribution to the field of social and environmental accounting. A larger sample of primary research was collected, and key extrinsic moderators were examined to explain prior studies’ contradictory findings.

This study aims to explore the use of corporate social responsibility (CSR) disclosures by the “Big Four” Australian banks post the banking royal commission (BRC) to manage their reputational risk.

This paper uses a case study approach through a thematic analysis of the Big Four banks’ annual and sustainability reports and uses reputation risk management (RRM) as a conceptual lens to explore the image restoration strategies used by these banks.

The study finds that a corrective action strategy was disclosed extensively by all four banks whereby each bank outlined the actions that they were undertaking to correct the deficiencies identified by the BRC. However, the impact of these proposed actions was tampered by the fact that each bank sought to use strategies to reduce the offensiveness of their misdemeanours. It is argued that while disclosure on corrective actions and compensation is useful, an emphasis on reducing offensiveness of actions impacts the effectiveness of banks’ responses and their acceptance of full responsibility for their actions.

This paper applies the RRM perspective to a recent reputation damaging event, thereby expanding the literature on image restoration strategies used by companies during major incidents.

This study provides useful insights in relation to the approaches used to manage the reputational risk arising from the BRC. It provides insights into the credibility of information disclosed post an incident and has potential implications for the assurance of such information.

Given the critical importance of the banking industry to modern society, misconduct in this sector needs a closer examination, requiring a greater need for responsibility from its key players.

This study extends the applicability of the RRM perspective to a social incident and highlights that it is reputation, rather than legitimacy, that is critical when organisations in an industry face extensive public scrutiny. A thematic analysis approach adds value to the methods used for analysing CSR disclosures.

The chapter proposes to investigate online reputation of hospitality brands and its measurements. Brand reputation is generally defined as an overall appraisal of a company by its stakeholders, which is the result of the company's past actions and predictions about the company's future (Ferguson, Deephouse, & Ferguson, 2000). Being viewed as the opinion shared among a group of stakeholders (Dowling, 2008), it plays an important role in the tourism industry. With the progress of Information Communication Technologies (ICTs), reviews and user-generated contents of destinations and of hospitality companies together with the related emerging brand reputation can influence consumers' behaviors and choices. Brand reputation analysis could be more useful in the hospitality brand management when integrated with brand image and brand identity analysis, mainly because in tourism businesses and destinations, brands are typically affected by an inherent fragility determined by the service nature of products (Casarin, 1996). According to Biel (1991), the meanings that consumers assign to a brand are synthesized into brand associations formed by the components perceived to underlie the brand's image. As well as brand reputation, strong, positive and unique associations reinforce a brand and increase its equity that requires significant internal brand identity efforts, which should create a corresponding brand image through integration in overall marketing programmes (Keller, 2003). It makes sense to develop an analytical research approach that compares online brand reputation (OBR) with brand association matching as a measure of the alignment between brand identity and brand image in hospitality companies. This comparative analysis emerging from brand reputation, brand image and brand identity analysis can reveal divergent situations (i.e., high brand reputation and low brand association matching) and orient brand managers in reviewing online brand communication. Brand reputation and brand image analysis will be contextualized in an online community as a social setting that is considered to be a new type of market (Muniz & O'Guinn, 2001). We focus on hospitality online communities populated by consumers and other actors such as influencers and bloggers: their brand perception could be separately compared with brand identity that we will extract from company communications including presentational information and brand-related press releases found on websites, nonfinancial narrative from annual reports, and interviews with managers published in mainstream media sources. In our analysis we will focalize on a cluster of luxury hospitality companies integrating a netnographic and text-mining techniques. We will use both the techniques in order to (1) extract and study brand associations in terms of brand reputation, brand image, and brand identity; (2) develop indicators of brand reputation and brand association matching; and (3) discuss their utility in the management of the hospitality company brands.

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.

This paper aims to discuss the emergence of corporate reputational risk in terms of social media, exploring its threats to and possibilities for organizations' strategic reputation management.

Reputation risk, the possibility of damaging one's reputation, presents a threat to organizations in many ways. Little is known, however, about the connections between reputation risk management and social media as a mediated business environment. Following the latest conceptualizations of strategic reputation management and social media, the paper identifies several challenges for organizations. To make sense of this issue, the paper proposes a novel context for strategic reputation management, founded on the metaphor of ambient publicity, which involves not only social media, but also organizations and their stakeholders.

The paper argues that social media expands the spectrum of reputation risks and boosts risk dynamics, and that social media can have notable effects on corporate‐level strategic endeavors, which must be considered in order to be successful in the modern business environment. Nine tenets for corporate leaders involved in strategic reputation management are presented.

The paper offers new insights on social media's relation to reputation risk and its management. The ambient publicity, for example, has value to leaders involved in strategic reputation management when trying to identify factors characterizing the changing business environment. Understanding ambient publicity as an environment of meaning indicates that organizations, their stakeholders, and the public create a “complex narrative web” surrounding reputation. The more unified this web is, the stronger the organization is in terms of reputation risk.

The reputation has a significant impact on business, and it influences by causing an exponential positive or negative effect. There are many different issues that affect the level of reputation, and they are independent from the sector of the activity. If we focus on museums, previous studies mainly highlight the different strategies in order to manage and to increase their reputation. However, each research points out a specific aspect linked to the engagement, the use of digital technologies, or social media platforms. Our research aims to deep investigate the governance and leadership drivers in order to increase positive feeling within stakeholders also by using social media instruments. This research has indeed an exploratory nature as, to the best of our knowledge, no previous research focused on a similar strategy that characterizes for a “stellar” manager applied to a small museum in a small city.

The research uses a case study by observing the effects of selecting a well-known manager of the top ranked museum in the world (Louvre) in order to boost the reputation of a “startup” museum barely known (Pistoia Museums). After having analyzed the main drivers of reputation of the case, the study uses interview with the scientific director of the small museum.

The results contribute to the discussion about the drivers and the different strategies to boost reputation by showing how the management and leadership issues are able to increase it rapidly. However, findings also point out the need to have a clear overview about the digital tools applied to an adequate communication. The results show how the flexibility of a small growing museum can positively affect and boost reputation. This strategy can be applied to other small museums that aim to affirm their identity.

The aim of this paper is to study the way in which Dutch organizations in the food sector try to cope with their reputations regarding food safety.

In‐depth interviews with eight representatives of Dutch agro‐food companies were organized, representing a variety of products with different positions in the agro‐food chain.

The results show that, although reputation management is not a special branch in the organization of communication, the subject is seen as crucial for these organizations. Their strategies, however, differ considerably, depending on whether they position food safety as more or less central in their mission and brand strategy.

The article makes recommendations and gives insight into the agro‐food industry and will be of interest to those in the field.