Jump to ContentJump to Main Navigation
Winning the Reputation GameCreating Stakeholder Value and Competitive Advantage$
Users without a subscription are not able to see the full content.

Grahame R. Dowling

Print publication date: 2016

Print ISBN-13: 9780262034463

Published to University Press Scholarship Online: January 2017

DOI: 10.7551/mitpress/9780262034463.001.0001

Show Summary Details
Page of
date: 20 August 2017

Strategy-Led Corporate Reputations

Strategy-Led Corporate Reputations

Chapter:
(p.49) 4 Strategy-Led Corporate Reputations
Source:
Winning the Reputation Game
Author(s):

Grahame R. Dowling

Publisher:
The MIT Press
DOI:10.7551/mitpress/9780262034463.003.0004

Companies are more likely to create a strong reputation when it can demonstrate to its key stakeholders that it is strategically committed to being of good character or delivering better value to them. This is the notion of reputation being ‘built-in’ to the strategy of the company. In contrast, when a reputation emerges from non-strategic activities like CSR, it is ‘bolted-on’ to the strategy of the company and less likely to be of commercial value.

Keywords:   Strategic corporate reputations, Owner capitalist companies, Sustainable enterprise companies, Social enterprise companies

University Press Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs, and if you can't find the answer there, please contact us .