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Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the “level-specific” or “level-generic” nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation.

Based on the assumption that the identity and self-understanding of an academic discipline determines how it conceptualizes different domains of social reality, including how it imports and/or exports concepts from or to other disciplines, this chapter presents some of the findings of a major ongoing comparative and cross-disciplinary study of how five key concepts within the combined fields of crisis management and reputation management are applied in three different disciplinary contexts. In this chapter, however, the focus is on just one of these concepts: the concept of reputation.

Strategic management researchers have devoted increasing attention to the study of corporate reputation over the past two decades. Reputation has been conceptualized as a valuable intangible asset, and numerous studies have sought to identify its antecedents and foundations. This chapter recommends a dynamic approach toward reputation research. We argue that studies should examine the processes through which reputational assets are accumulated and depleted over time (i.e. that they should attend to reputational “flows” in addition to reputational “stocks”). We specifically suggest that research focus upon particular corporate actions, examining how (and if) corporate reputations change in their wake. We provide pragmatic and theoretical rationales for this approach toward reputation research. We construct a framework for conducting dynamic, action-focused studies of reputational change. We provide general guidelines for designing such studies, and also provide some specific (i.e. “nuts and bolts”) advice about executing them. We provide one in-depth example of research conducted within this framework. We also identify a number of other corporate actions that could be readily examined using the same methodological and theoretical approach.

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.

Organizations are increasingly required to take up extended responsibilities for social and environmental outcomes, including in global value chains. To address these challenges, the organization must call upon stakeholders to engage, contribute, and innovate, and in turn, this requires the organization to have a stronger social basis for its relationships. An integrative model of global value chain management based on social cooperation shifts the focus from corporate reputation to value chain reputation, from a firm-centric view of corporate reputation to a multistakeholder conception of value chain reputation. This approach conceptualizes reputation as a dynamic and potentially vulnerable organizational feature which cannot always be managed by public relations but requires a more stable notion grounded in something more permanent in the organization’s character, history, and the quality of its relationships with stakeholders. We consider the prospects for attending to organizational integrity as a stabilizing force for its public reputation. Integrity may be adopted as a hypernorm for motivating stakeholders who share a concern for the organization’s reputation. Co-creating reputation depends upon a social bond of cooperation developed by stakeholders caring about the organization and in turn, the organization caring about its stakeholders. This socialized understanding of reputation-building is grounded in an ethic of care and manifested through joint purposes, boundary-crossing processes, collaboration practices, and a division of labor into which value chain members are integrated and brought into relation with one another. We propose a model of global value chain management that discusses organizational capabilities required for such an approach.

Here I present a theory of collective action that emphasizes the role of status. I argue that collective action contributions earn individuals improved status by signaling their concern for the group's welfare relative to their own. Having received greater prestige for their contributions to group goals, individuals’ actual motivation to help the group is increased, leading to greater subsequent contributions to group efforts and greater feelings of group solidarity. This “virtuous cycle” of costly contributions to group efforts and enhanced standing in the group shows one way in which individuals’ prosocial behaviors are socially constructed, a consequence of individuals’ basic concern for what others think of them. I discuss a variety of issues related to the theory, including its scope of application, theoretical implications, relationship to alternative models of reputation and prosocial behavior, possible practical applications, and directions for future research.

This study reviews the academic literature on global reputations and its implications for meritocracy. Over the years, systems of measuring and visualizing reputation have proliferated globally with organizations competing for talented employees, clients, and resources in a situation of limited supply, resulting in the emergence of reputation systems as a device to position businesses in the international market and to contend cross-nationally for prestige. Yet, the tangible utilities of these systems for promoting a meritocratic culture remain contested. Notwithstanding their utility as cognitive heuristics, global reputation systems can distort information and become dysfunctional when consumers embedded in vastly different cultures and institutional environments navigate these systems. This chapter identifies gaps in extant knowledge and suggests number of ways of improving our theoretical and analytical frameworks on the association between reputation and meritocracy. Specifically, it advances the concept of “reputation work” to understand how reputations are built, evaluated, maintained, communicated, consumed, and deconstructed and calls for attention to each of these dimensions to forge a stronger coupling between reputations and meritocracy.

The purpose of this chapter is to advance existing literature on crisis management by critically analysing the impact of crisis on tourism performance within a developing world context, with a specific focus on South Africa as a case study area. Crime, xenophobic attacks and the Day Zero water crisis form the basis for discussion as significant crisis affecting the country's tourism industry.

Utilising qualitative content analysis as a methodological approach, the study analysis strategic policy documents, newspaper reports, press conferences, and campaigns to discover policies, strategies and plans that have been applied to alleviate the impacts of catastrophic events on tourism performance.

The interpretation of literature reveals that factors affecting the South Africa tourism industry stem from mainly human-caused disasters, this being crime and violence, and inadequate water management strategies.

Results discussed in this study were framed through a systemic review of existing literature To gain an in-depth understanding of crisis-related matters in the Global South, future research can apply empirical data-gathering procedures.

The study proposes that proactive crisis management planning and inclusion of non-tourism stakeholders in crisis management planning is essential to combat crisis' impact on tourism performance.

In the Global South, studies that interrogate the effects of crises on tourism performance generally focus on a single case of a disaster or crisis, therefore lacks a study that comprehensively discusses events that deter tourism performance. Thus, this study bridges the existing literature gap by focussing on South Africa as a case study area.

In everyday life, as well as in work organizations, we engage in frequent and quite comfortable discourse about the nature of reputations, and wealso see personal reputation used as a basis for important human resources decisions (e.g., promotions, terminations, etc.). Unfortunately, despite its recognized importance, there has been very little theory and research on personal reputation in organizations published in the organizational sciences. The present paper attempts to address this need by proposing a conceptualization of personal reputation in organizations. In this conceptualization, reputation is presented as an agreed upon, collective perception by others, and involves behavior calibration derived from social comparisons with referent others that results in a deviation from the behavioral norms in one's environment, as observed and evaluated by others. Implications of this conceptualization are discussed, as are directions for future research.