Abstract
Bronn and Dowling focus on the actual management of reputational risks. They demonstrate how the general awareness of reputation threats should be transferred into a formalized Corporate Reputation Risk Audit allowing a sound identification, prioritization, and management of reputational dangers. The authors provide reasons why reputation should be integrated into a company’s risk assessment and present an example of an audit process.
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- 1.
The Corporate Executive Board has worked with many companies in these areas – see http://www.cec.executiveboard.com.
- 2.
Their risk threshold (whatever it is) is causing them to choose knowable over unknowable risks (Laseter and Hild 2004).
- 3.
Browne was later found to have lied to a UK high court judge about a business relationship with his lover. He then immediately resigned.
- 4.
These trust levels are collected as part of the annual RepTrak studies conducted annually on behalf of the Reputation Institute.
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Brønn, C., Dowling, G. (2011). Corporate Reputation Risk: Creating an Audit Trail. In: Helm, S., Liehr-Gobbers, K., Storck, C. (eds) Reputation Management. Management for Professionals. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-19266-1_23
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