Abstract
Communication and media are digitalized, and this is revolutionizing reputation management. Reputable firm has to be accountable for its decisions and the good cause, and to the stakeholders; it needs to live a good public life and have a clear shared and communicated corporate purpose and nurture cultural pluralism where organization culture is successfully extended outside the company’s physical and thus artificial boundaries. In addition, and as the fifth driver, we presented the dynamics of reputation risks. If a company can build and manage these drivers, a good reputation will be within reach. Reputation and reputation risk management should concern the C-suite. In some cases, reputation capital accounts for more than half of a company’s market value, so it would be quite absurd—and contrary to the interests of shareholders—if nothing were done to maximize reputation capital.
There’s a battle outside
And it is ragin’.
It’ll soon shake your windows
And rattle your walls
For the times they are a-changin’.
—Bob Dylan
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Notes
- 1.
DoD News Briefing—Secretary Rumsfeld and Gen. Myers, February 12, 2002, http://www.defense.gov/transcripts/transcript.aspx?transcriptid=2636, accessed May 7, 2015. We would like to thank Petro Poutanen for pointing out the Rumsfeld quote.
- 2.
Kasperson et al. (1988).
- 3.
Hilgartner and Bosk (1988).
- 4.
Castells (2013).
- 5.
Nisbett and Cohen (1996).
- 6.
- 7.
- 8.
See Aula and Mantere (2008).
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Aula, P., Heinonen, J. (2016). The Reputable Firm. In: The Reputable Firm. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-22008-6_9
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DOI: https://doi.org/10.1007/978-3-319-22008-6_9
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