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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 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 present a coherent and effective enterprise risk management (ERM) framework that includes necessary steps and processes for integrating reputation risk management into an organization’s overall ERM approach which is intended to support corporate strategic success. In particular, reputation creation, enhancement, and protection are critical to an organization’s success, yet highly challenging given the wide ranging and somewhat opaque nature of the concept. These qualities call for a strong ERM approach to reputation that is holistic and integrative, yet existing knowledge of how to do so is limited.

The paper evaluates and synthesizes existing reputation literature in developing an enterprise-wide reputation risk management framework incorporating necessary steps, processes, and considerations. We address risk strategy, risk assessment, risk governance, and risk culture as key elements of ERM and conclude with suggestions for future research.

The results suggest several important ideas which are of great relevance when integrating reputation risk management into an ERM framework. Among these are the importance of: identifying and understanding the purpose of key stakeholders, appreciating the multidimensional and layered effect of events on organizational reputation and monitoring the influence of technological advances.

The authors contribute to the literature by developing a framework for enterprise-wide reputation risk management that applies across industries. In contrast to previous work, the authors offer a broader perspective on the underlying causes and consequences of reputation damage based on empirical evidence and insight from the academic literature and provide additional detail in identification of reputation determinants, antecedents, and drivers. While much of this information exists in various places in the literature, it has not been organized into a cohesive framework nor used in developing an ERM strategy.

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.

In the supply chain context, professionals manage various risks that have the potential to disrupt supplies. Surprisingly, one kind of risk is often overlooked: reputational risk. It is critical to recognise the risk potential that impacts on the reputation of the organisation. Furthermore, managers require an appropriate tool set to control it. The present paper aims to have a twin focus: first, it will lay out the basic premises behind corporate reputation, reputational risk, and corporate social responsibility (CSR). Second, the practical implications will be addressed that lead to a substantial teaching component.

The present paper is based on two research stages. Initially, the authors adopted the “reflective practitioner” philosophy that aimed at discovering the common beliefs in practice that explain working processes and management thought. In particular, they explored the foundation of CSR, reputation and risk management with specialists in dedicated workshops (electronics, energy, life sciences, telecommunications and defence industries, located at different stages of the supply chain). To gain more insight, the authors subsequently conducted in‐depth interviews in these topic areas with key informants. The combination allowed them methodological triangulation.

Reputation can be created and controlled as soon as its nature is fully understood (Reputational Owner). Interestingly, it is a transceiving business phenomenon that crosses organizational boundaries. Spillover effects can thus be observed at all stages of the supply chain by mere business association (Reputational Borrower). Reputation can range from positive to negative extremes and needs to be managed. The results of the authors' exploratory work are presented as quotations to provide the substance of the current and relevant subject.

The present work is exploratory in nature. Quantitative research methods are now required to validate and substantiate the findings.

CSR is a contemporary foundation to mitigate reputational risk throughout the supply chain. The authors outline the reputational risk factors in this context and the ways of managing those.

In the market place, reputation is a reflection of the supply chain offering (products, services), communication (promotion, PR), and action (behaviour and views expressed). Consumers adopt supply chain reputation as a yardstick when making purchase decisions. It is therefore critical to manage reputational risk in the supply chain and this paper outlines the cause and effect relationships that this topic entails in modern society.

This paper discusses the importance of reputational risk in the supply chain. It also explains the ways it can be mitigated via CSR. This is the management baseline that adds tremendous value for theory builders and present and future managers. Having the education of Master students in mind, the authors outline three specific teaching units that bring the conceptual underpinnings alive in an interactive learning environment.

The purpose of this paper is to explore the proposition that corporate social responsibility reporting could be viewed as both an outcome of, and part of reputation risk management processes.

The paper draws heavily on management research. In addition, an image restoration framework is introduced.

The concept of reputation risk management could assist in the understanding of corporate social responsibility reporting practice.

This paper explores the link between reputation risk management and existing theorising in social accounting.

This paper aims to focus on the relation between digital transformation and banks’ reputation, as examined through the information disclosed by the five largest Italian banking groups’ efforts to extend and enhance their digital resources. Considering digitalization as a key strategy for managing reputation, which, in turn, can leverage financial and value performance management, the paper investigates whether and how digital activities might affect banks’ reputation. Therefore, this paper proposes the relationship between digitalization and reputation as a lever for performance management and for increasing efficiency.

The authors use content analysis to generate a digital disclosure index, categorizing activities human, structural and relational. For banks’ reputations, the proxies are a measure of corporate reputation and a reputational risk index. Methodologically the study used multiple case studies, considered as particularly suitable to gain an in-depth understanding of the topic in the case of the five banks. A collection of secondary data and semi-structured interviews are included.

Overall, the digitalization-reputation link shows that banks’ reputation is variously affected, not only by exposure to risk (including reputational risk) but also by strategic issues such as digitalization and the effectiveness of the corresponding communication. Consequently, banks should view digitalization as a key driver to be considered not in a stand-alone perspective, but in a combined approach.

Continued research should include the Covid-19 implications. Additionally, it would be important to compare a larger number of banks, with different characteristics, also including variables indicating the corporate governance mechanisms.

The analysis contributes to fostering scholars’ and practitioners’ management of the digital transformation challenge that is a current key-factor, capable of increasing banks’ value. It considers not only the drivers directly affecting monetary value but also the institutions’ social and relational value, as well as their reputation.

This paper extends prior research on the digitalization-reputation relation by investigating digital transformation through disclosure of activities in this area within the Italian banking sector. It allows to leverage the key-factors that can contribute to increasing banks’ value, considering not only the drivers directly affecting monetary value but also the institutions’ social and relational value, as well as their reputation.

The purpose of this study is to look at the multifaceted relationship mechanism between corporate social responsibility (CSR) and organizational performance (OP) via sustainability risk management (SRM) and organizational reputation (OR).

This research connects CSR to OP via SRM and OR. Based on a sample of 325 managers of multinational firms in India, a theoretical model was proposed and analyzed through sequential mediation regressions analysis.

The findings indicate that CSR is positively and appreciably associated with OP. Furthermore, SRM and OR have been found to have a sequentially mediating effect on the interrelationship between CSR and OP. The study recognizes that organizations with a proactive approach to CSR tend to manage sustainability risk more actively, which helps to improve OR and ultimately results in better OP.

The research advances understanding of the triple bottom line and offers a platform for building strategic and successful CSR policies by offering valuable insights on the link between CSR and OP.

The purpose of this paper is to explore the ways in which a leading Australian public company uses sustainability reporting to respond to reputation risk arising from proposed regulation.

The paper uses a case study approach and both qualitative and quantitative methods of content analysis. The qualitative component is based on a framework of reputation conceptualisations and image restoration strategies adopted from existing literature.

The key findings of this paper are that the concept of reputation risk management (RRM) could assist in understanding what motivates sustainability reporting, and how proposed regulation could lead to a decrease in the quantity but increase in the quality of sustainability reporting. In addition, “honesty” is revealed as a potential RRM strategy.

The paper extends existing research on the RRM thesis by studying an Australian case of a reputation‐damaging event over a number of reporting years, examining a range of sustainability reporting media, and adding a quantitative aspect to an otherwise qualitative research framework.

The purpose of this paper is to explore the role of corporate social responsibility (CSR) as a crisis risk. The bulk of the current research on CSR and crisis examined the role of CSR as an asset in a crisis. CSR as crisis risk is a direct function of CSR’s increasingly important role in reputation management. CSR has become an important aspect of corporate reputations – it is one of the dimensions used to assess a corporation’s crisis. The value of CSR to reputations is illustrated in the RepTrak reputation measure from the Reputation Institute and the value it places upon CSR. If stakeholders can challenge CSR claims by arguing a corporation is acting irresponsibly, the stakeholders can erode the corporation’s reputational assets by creating a challenge crisis. A CSR-based challenge occurs when stakeholders redefine a corporation’s current practices as irresponsible. The CSR-based challenge can be risk because it can damage reputational assets and potentially escalate into a crisis. CSR becomes a leverage point for stakeholders seeking to engage in a challenge crisis. As corporations place more value on the CSR dimension of reputation, CSR-based challenge becomes an increasingly powerful leverage point.

The paper is conceptual with an emphasis on theory building.

The manuscript details the CSR-based challenge process. It examines the nature of CSR-based challenges, how they can become threats to corporations, and how corporations can respond to the threats. There is also an explanation of how CSR-based challenges indicate the shift to private politics/social issues management and the implications of this shift for advancing a neoliberal perspective.

CSR and crises have a much more complex relationship than current research has identified. CSR can be a crisis risk, not just an asset used to protect a reputation during a crisis. CSR can be the reason a crisis exists and threats a corporation – it is a crisis risk. The primary manifestation of CSR as a crisis risk is the challenge crisis premised on social irresponsibility, what the authors term the CSR-based challenge crisis. This paper will detail the process whereby CSR is transformed from a crisis resource to a crisis threat. The end result of this analysis will be set of insights into CSR-based challenge crises. These insights can help stakeholders seeking to create social change through a challenge and corporate managers seeking to address a challenge crisis.

Challenge crises are an example of private politics/social issues management, when stakeholders seek to create changes in corporate behavior by engaging the organization directly rather than through public policy efforts. The paper offers insights into how social issues management can work to create social change by altering problematic corporate behaviors.

There is limited research into CSR as a crisis risk and in understanding how challenge crises help to create social change. This paper will provide new insights into CSR as a crisis risk, challenge crises, and private politics. Ideas from public relations, corporate communication, and political communication will be fused to create a novel framework for illuminating these related topics.