Management Extra

REPUTATION
MANAGEMENT
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Management Extra

REPUTATION
MANAGEMENT
First published 2005 by Elsevier Ltd

Published 2013 by Routledge

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Applications for the copyright holder’s written permission to reproduce any
part of this publication should be addressed to the publisher

British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

Library of Congress Cataloguing in Publication Data

A catalogue record for this book is available from the Library of Congress

ISBN 13: 978-0-750-66681-7 (pbk)

 Contents
List of activities vii
List of figures viii
List of tables ix
Series preface xi
Introduction: having a good reputation counts xiii

1 Image and reputation 1

Creating and managing a reputation 1
How attitudes are formed 2
Types of image 8
Recap 12
More @ 13

2 Creating and managing a corporate image 14

Corporate image and added value 14
Techniques for managing corporate image 18
Using outside agencies to build corporate image 25
Recap 33
More @ 34

3 Creating and managing brand image 36

Branding 36
Branding and buyer behaviour 42
Brands as communications 45
Recap 50
More @ 51

4 Managing the internal image 52

Internal versus external marketing 53
The role of public relations in the organisation 58
Internal marketing and change management 65
Recap 70
More @ 71

5 Managing the external image 72

Public relations and external communication 73
Ethics and corporate responsibility 80
Protecting reputation and image: risk management 87
Recap 94
More @ 95

References 96
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Activities
Activity 1 Assessing current attitudes 4
Activity 2 The wish image 11
Activity 3 Valuing the organisation 17
Activity 4 Handling complaints 23
Activity 5 Deciding whether to use an agency 31
Activity 6 Assessing brand values 40
Activity 7 Branding and attitudes 43
Activity 8 Communicating the brand 48
Activity 9 Managing the internal image 55
Activity 10 House journals 63
Activity 11 Managing change 69
Activity 12 Press releases 78
Activity 13 Ethical analysis 85
Activity 14 Establishing a crisis team 91
Figures
1.1 Hierarchy of information sources 2
1.2 Components of attitude 3
1.3 Creating a reputation 6
2.1 Comparison between adding value and maximising profits 15
2.2 Deciding which tasks to contract out 27
2.3 Establishing a brief 29
3.1 Commodity products versus branded products 37
3.2 Brands as a contact point 38
3.3 Strategic functions of brands 39
3.4 Co-ordinated and unco-ordinated messages 43
3.5 Levels of signs in brands 46
4.1 Issues to consider in designing a house journal 62
4.2 Providing information about change 66
5.1 Publicity, PR and press relations 73
5.2 Elements of good crisis management 88
Tables
1.1 Different images 10
2.1 Reasons for sponsorship 19
2.2 Types of complaining behaviour 22
2.3 Choosing a PR consultancy 27
2.4 PR evaluation methods 30
2.5 The evaluation research process 31
4.1 Internal versus external marketing 53
4.2 Tasks for improving staff perception of the organisation 54
4.3 The hierarchy of organisational needs 59
5.1 Tools of PR 75
5.2 Criteria for successful press releases 76
5.3 Elements of the mission 82
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 Series preface

Series preface
‘I hear I forget
I see I remember
I do I understand’
Galileo

Management Extra is designed to help you put ideas into practice.

Each book in the series is full of thought-provoking ideas, examples
and theories to help you understand the key management concepts
of our time. There are also activities to help you see how the
concepts work in practice.
The text and activities are organised into bite-sized themes or topics.
You may want to review a theme at a time, concentrate on gaining
understanding through the text or focus on the activities whilst
dipping into the text for reference.
The activities are varied. Some are work-based, asking you to
consider changing, developing and extending your current practice.
Others ask you to reflect on new ideas, check your understanding or
assess the application of concepts in different contexts. The
activities will give you a valuable opportunity to practise various
techniques in a safe environment.
And, finally, exploring and sharing your ideas with others can be
very valuable in making the most of this resource.
More information on using this book as part of a course or
programme of learning is available on the Management Extra
website.
www.managementextra.co.uk

xi
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 Introduction

Having a good reputation

counts
In an age of industry consolidation, deregulation, mergers and
collaboration, the focus for many organisations seems to shift
almost overnight, making the challenges for managing corporate
image enormous.
Increasing competition to attract customers globally exacerbates
that challenge. There is also the increasing involvement of
investors, for whom the reputation of an organisation is of
paramount concern. And finally, there is the demand for skilled,
professional employees. An organisation’s reputation will also have
a major impact on potential recruits.
What sort of image does your organisation have? Can you identify
events in the past that have created the organisation’s reputation?
What contribution do you make towards its reputation? To answer
these questions you need to have a clear insight into the meanings
that people attach to popular notions such as reputation, image,
brand, public relations (PR) and corporate governance, and how this
translates into action inside your organisation. You need to
understand how your organisation uses reputation to create
competitive advantage and how to evaluate the worth of that image
to the organisation and the business.

By developing this insight and understanding, you will improve

your ability to:
♦ Determine the features that characterise the reputation of
your organisation and the trade-offs that have been made to
create an image that matches the corporate and business
context
♦ Assess the effectiveness of your organisation in creating and
maintaining an appropriate image at corporate and business
levels
♦ Identify what is being done and what needs to be done to
maintain effective brand images for both the organisation
and the products and services that the enterprise depends on
for growth and survival
♦ Evaluate the value of techniques used in managing internal
and external public relations
♦ Assess how effective your organisation is at providing
corporate governance and dealing with crisis situations where
reputations may be at risk.

xiii
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 1 Image and reputation

1 Image and reputation

Image and reputation are closely related but they are not the same.
Here are two aspects that help explain the difference:

Image Reputation

Is built Is earned
You have to create and promote A reputation is something you gain over
an image. It is very much something time through your actions. It is very much
you build to show others. what people see in you.

Is a cost Is an asset
You pay to create it and you pay to Reputation has a direct link to the bottom
project it.The more image-conscious line because organisations with good
your market, the more it may cost. reputations are likely to attract more
customers. It will also act as a buffer.

Some organisations have difficulties coming to terms with

reputation, especially new companies that have a need for instant
awareness and sales and so focus their efforts on image building. But
for an image to remain credible in the longer term an organisation
must also focus on building some substance – its reputation – to
back it up.
In this theme you will:
♦ Distinguish between reputation and image

♦ Explore how reputation and image affect the attitudes that

people hold about organisations
♦ Assess the value of a reputation and consider how it should
be managed
♦ Identify five different types of image and the interplay
between them.

Creating and managing a reputation

Organisations, like people, acquire complex

reputations. The reputation may be good in some Corporate reputations are
respects and bad in others, or it may be that the aggregate perceptions of
organisation has a reputation for a particular type of outsiders about the salient
behaviour that is perceived as good by some people and characteristics of firms.
bad by others.
Fombrun and Rindova
The sources of knowledge which inform a (2000)
reputation are:
Reputation Management

1 Direct experience of dealing with the organisation

2 Hearsay evidence from friends, colleagues and acquaintances
3 Third-party public sources such as newspaper articles, TV
documentaries and published research
4 Organisation-generated information such as brochures,
annual reports and advertising.

Figure 1.1 contrasts the degree of control that a PR manager has

over these information sources with the influence of the
information sources on attitude.

Direct experience

Hearsay from friends Influence on

Ability of the PR
manager to control the attitude is greater
information is greater the higher up
Third-party sources the scale
the lower down the scale

Organisation-generated
information

Figure 1.1 Hierarchy of information sources

Managing reputation is more than just an exercise in spin. Spin

doctoring is a process of putting a good face on unacceptable facts,
whereas managing reputation is a process of ensuring that the facts
are themselves acceptable.
Managing reputation is about ensuring that everyone’s experience
of the organisation is in keeping with the reputation the
organisation has or hopes to build. This means that everyone within
the organisation has a role to play.

How attitudes are formed

Reputation and image both affect the attitudes that people hold
towards an organisation. An attitude can be described as a tendency
to behave in a certain way towards something. A person’s attitude to
an organisation might, for example, affect whether they would
apply for a job or buy goods.
Figure 1.2 shows how attitudes are formed from three elements:
2
 1 Image and reputation

♦ Cognition – what someone knows about an organisation

♦ Affect – how someone feels about the organisation

♦ Conation – how someone intends to behave towards

the organisation.

Affect Cognition
Feelings about Knowledge about
the organisation. the organisation.
Image Reputation

ATTITUDES

Conation
Intended behaviour. Response
to the organisation based on
knowledge and gut feelings

Figure 1.2 Components of attitude

In other words, someone’s attitude might be formed on the strength

of their knowledge of an organisation (cognition), or on a gut
feeling (affect), an irrational sense that something is good or bad
about the organisation or on a behavioural event (conation) like
direct experience of dealing with the organisation.
Reputation describes the expectations that people have about the
organisation’s future behaviour. It is based on knowledge of the
organisation and is the cognitive element of attitude.
Image, on the other hand, is the affective component of attitude. It
is the gut feeling or the overall impression that the organisation’s
name and brands generate in the minds of the organisation’s public.
By providing information that appeals either to the conscious,
cognitive or to the affective, emotional aspect of a person’s
thinking, it is possible to destabilise and change existing attitudes.
Skoda was successful in doing this during the 1990s following the
takeover by Volkswagen. Having shared with other Eastern
manufacturers the reputation for being clumsy, unreliable and old-
fashioned, the company was in desperate need of an improvement
to its reputation. In order to change attitudes, the company needed
first to destabilise the existing attitude and it chose to do so by
using the direct route of providing new information. To do this, the
company used the advertising slogan, ‘We’ve changed our cars – can
you change your mind?’ This did not in itself change attitudes, but
it did encourage people to question their attitudes towards Skoda
and seek out further information. Subsequent advertising has
appealed to the emotions in order to build a new attitude. 3
Reputation Management

Activity 1
Assessing current attitudes

Objective
Use this activity to analyse the attitudes of your colleagues and friends
towards the organisation. You can use the organisation you work for or
another organisation with which you are associated – a club or hobby
society would work just as well for the purposes of the exercise.The
objective of this exercise is to enable you to evaluate current attitudes
within the organisation; in many cases, this will indicate how attitudes
need to be changed. In cases where the attitudes might be deemed to be
appropriate, the exercise should help you consider ways to maintain
those attitudes in the longer run.

Task
Using the matrix provided, analyse the attitudes of your colleagues
towards the organisation. You can use the same matrix to analyse the
attitudes of outsiders (for example, friends or family members) in order
to make comparisons between insiders’ attitudes and outsiders’
attitudes. You will, of course, need to ensure that people’s answers
are brief!

Respondent Knowledge about Feelings about Intended behaviour

the organisation’s the organisation towards the organisation
reputation

4
 1 Image and reputation

Respondent Knowledge about Feelings about Intended behaviour

the organisation’s the organisation towards the organisation
reputation

Feedback

Analysis of this type of data is complex because so many

different opinions are possible, but it is usually the case that
there are discrepancies between the attitudes of members of the
organisation and the attitudes of those outside the organisation.
In some cases this comes from differences in knowledge of the
organisation (insiders often have information which is
unavailable to outsiders) but it is also often the case that the
corporate culture moulds how insiders feel about the
organisation.
These discrepancies can lead to conflicting messages: the
insiders in the organisation may say or do things which conflict
with the attitudes of outsiders, either reinforcing negative
attitudes or raising false expectations.
It is part of the role of reputation managers to ensure that
internal and external attitudes match up.This is, of course, only
part of corporate reputation management.

5
Reputation Management

Each member of staff has the power to work well or badly, each
shareholder has the power to affect the share price, each customer
has the power to buy or not to buy. More importantly, each
stakeholder has the power to make or break the organisation’s
reputation simply by saying or doing the right things, or the wrong
things, when dealing with those outside the organisation. Therefore
reputation management starts with the stakeholders. These include:
♦ employees

♦ shareholders

♦ customers

♦ board of directors, including non-executive directors.

Reputation affects decision making on the part of all stakeholders,

so the reputation of an organisation is both created and consumed
by its members – see Figure 1.3. There is an element of positive
feedback involved. A particular reputation will attract people who
feel positive about the reputation and will repel those who feel
negative about it. Once inside the organisation, people will act in
ways which reflect the reputation. For example, a company with a
reputation for treating its staff well will attract managers who like
to work in that type of environment and will in turn treat their
staff well.

The media

Managerial style Shareholders’ view

of the organisation

Reputation

Customers’ experience
of the organisation
Employee
behaviour

Figure 1.3 Creating a reputation

One of the problems with reputation is that different reputations

may be attractive to different stakeholders. An employee may be
attracted by an organisation’s reputation for paying its staff
generously, but this same reputation might repel a shareholder.
Likewise, a customer might be attracted by a company’s reputation
for keeping its costs and profits at rock bottom, whereas staff and
shareholders might find this threatening. Ultimately it is not
possible to please everybody, so managers need to identify who are
6
 1 Image and reputation

the key players whose needs must be met, and should seek to
establish a good reputation with those people.
In practice, organisations acquire reputations rather than develop
them. While it may be possible to re-establish a better reputation (or
at least a more appropriate one) this is likely to be off-putting to
some stakeholders, even if it is attractive to others. In practice,
managers are unlikely to be creating a reputation from scratch –
they are much more likely to be tinkering with the organisation’s
existing reputation to make it more attractive to some people, or to
make it more explicit to the stakeholders. Ensuring that all
stakeholders are aware of the reputation that the organisation has is
important since the reputation feeds on itself.

Reputation and the enterprise

Having a strong reputation pays direct dividends for the enterprise.
Research shows that investors are prepared to pay more for
companies with higher reputations, even when the risks and rates of
return are comparable with other companies in the same industry.
Research by Cordeiro and Sambharya (1997) showed that the
earnings forecasts made by financial analysts were heavily
influenced by the non-financial component of the company’s
reputation – in other words, financial analysts are aware that
reputations have a value in financial terms.
Surveys of MBA students show that they are attracted to companies
with high reputations within their industries. Companies that are
larger and more visible are apparently better to work for. Part of this
attraction is about the reflected glory of working for a well-known
company, and part of it is about a perception that working for a
major company is likely to be more secure and better rewarded.
The reputation of the organisation is an important consideration for
all its stakeholders. Stakeholders are the groups of people who have
a direct interest in the organisation’s activities and have made some
investment of time, reputation or money in the organisation.
Because stakeholders have been prepared to make a real
commitment to the organisation, their opinions are important. At
the same time, these people are creators of the organisation’s
reputation as well as consumers of it. The main difficulty arises
when there are conflicting interests between the various groups –
what is good for the shareholders may not be good for the
employees and what is good for the board may not be good for the
customers. This means that the board of directors often finds itself
acting as a clearing house for conflicting pressures.
Even when the stakeholders are in broad agreement about where the
organisation should be going, there is likely to be conflict about
how it should get there. Broadly speaking, all the stakeholders are
likely to want the organisation to be ethical, reliable and even
7
Reputation Management

profitable, but each group will have a very different view on how
these outcomes are to be achieved.
A particular problem is that of meeting the needs of different market
segments while maintaining a consistent image. For example,
British Airways (BA) needs to appeal to business-class and first-class
passengers because these people are the most profitable segment of
the market. This means that BA aircraft have been adapted to
provide fully reclining seats in business class – in effect, a bed for
each passenger. For intercontinental travel, this has to be a major
selling point for business travellers, as anyone who has tried to sleep
on an aeroplane can testify. The downside is that this means less
space on the plane for economy passengers, and since many
intercontinental economy-class passengers are backpackers and the
like, this causes a problem for BA’s future reputation. Backpackers
are seen as a long-term investment by airlines, since they are
typically students spending a year travelling before going to
university – in other words, they are the future business-class
travellers.
Stakeholders’ interests are becoming increasingly important in the
age of accountability. Failure to take account of stakeholder needs
not only damages the organisation’s reputation, but can also lead to
lawsuits or other direct action. Other sections in this book examine
ways of avoiding these outcomes.

Types of image

There are five basic types of image:

1 Mirror image.
2 Current image.
3 Wish image.
4 Corporate image.
5 Multiple image.

Mirror image is how people within the organisation think the

outside world sees it. Often those within the organisation, especially
its leaders, develop a false impression of what the outside world
thinks of their organisation – this can be born of wishful thinking or
of self-delusion, but it typically comes about because an unbiased
opinion from outside the organisation is lacking. When external
research is carried out, perhaps by a PR consultancy, members of the
organisation are often surprised and disappointed to find that the
organisation’s external image is not what they expected.
8
 1 Image and reputation

The current image is that held by people outside the organisation

and may be more or less accurate according to whether it is based
on experience or on misunderstanding and half-truths. The current
image is likely to be less than accurate, since people outside the
organisation do not have access to the amount of information that
people on the inside have. It is generally a great deal better for the
organisation to have an accurate current image than it is to have a
favourable current image: if the image is more favourable than the
truth, a day of reckoning is inevitable sooner or later.
The wish image is the image desired by management. Often it
equates to a vision statement, defined when the organisation was
founded, and is the image the organisation is working towards.
Wish images are not always realised, of course. During the 1960s,
town planners in Spain had the idea of creating a quiet, respectable
resort for the wealthier middle classes of Europe, foreseeing
(correctly) that these people would have large disposable incomes
and would be prepared to spend increasing amounts of their money
on leisure, particularly as air travel became more widely available.
The wish image of the resort was that of a quiet, respectable town
with an old quarter at its heart and upmarket, comfortable hotels
around it. The result of these careful deliberations was Benidorm –
now often regarded as the epitome of rampant overdevelopment.
The corporate image is the image of the organisation, as opposed to
the image of its products or services. Corporate image is composed
of organisational history, financial stability, reputation as an
employer, history of corporate citizenship, and so forth. It is
possible to have a good corporate image and a poor reputation for
products and services, and vice versa. For example, Body Shop
enjoys an exemplary corporate image while its products are almost
invisible, whereas Rolls-Royce has an outstanding image for its
products coupled with a somewhat chequered corporate history.
The multiple image occurs when separate branches of the business
or even individuals within the organisation create their own image
within that of the overall corporation. For example, sales
representatives will each have a personal image and reputation with
customers which may or may not accord with the overall corporate
image.
These five types of image are summarised in Table 1.1.

9
Reputation Management

Mirror image How we think others see us. Sometimes this image is the result
of self-delusion

Current image The actual view of us held by outsiders.This is not always as

positive as we might wish it to be

Wish image How we wish others to see us.This is usually something

to strive for – it may not bear any relation to what is
actually possible!

Corporate image The image of the organisation, rather than the images of
its brands

Multiple image The many images put forward by the individuals working within
the organisation.These may or may not be co-ordinated
successfully

Table 1.1 Different images

Company uniforms
Many American organisations like to present a single corporate
image by requiring staff to wear company uniforms. IBM had a
corporate uniform for its salespeople (blue sports jackets and
grey slacks) up until the 1960s, when a revolt by its French staff
caused the company to rethink – but even now, IBM salespeople
tend to have a similar appearance. Most IBMers wear dark suits
or trouser suits, white shirts or blouses, and conservative ties –
although there are no formal rules about this any more, people
tend to conform to the company norm.
This is not the only occasion when the French have refused to
go along with an American company’s plans to make them wear
uniforms. Disney laid down strict guidelines on the appearance
of its staff (even those who are not appearing as Mickey Mouse).
It requires men to wear their hair short and women to wear their
hair tied back. At Disneyland Paris the company met with a flat
refusal to accede to this requirement and was forced to back
down.
Sony put its workers in company uniforms shortly after the
company was formed. At the time, post-war clothing shortages
meant that many employees were coming to work in the rags of
their army uniforms. Akio Morita thought it would improve
morale if the workers were better dressed, so he did a deal to buy
a bulk supply of jackets and trousers. An unexpected spin-off
from this was that because executives and workers were dressed
alike, there was a marked increase in company solidarity.
Presumably French workers would have revolted against this
as well!

Creating a ‘good’ image is really about creating an accurate image.

PR is not about spin-doctoring or distorting the truth in order to
fool the public. People quickly find out whether the image equates
10 well to reality and act accordingly.
 1 Image and reputation

Activity 2
The wish image

Objective
Use this activity to find out what the organisation’s wish image is.The
purpose of this exercise is to assess whether the wish image is realistic
and attainable, and (in conjunction with the previous activity) to make
a comparison between what the organisation wishes its image to be,
and what its actual image is.This will enable you to consider ways of
closing the gap between what is wanted and what already exists.

Task
Using available corporate documents, determine what the wish image
of the organisation you work for is. You should be able to define this in
terms of the components of attitude: cognition (knowledge and
thoughts about the organisation), affect (feelings about the
organisation) and conation (intended behaviour towards the
organisation).
This wish image is unlikely to tally exactly with the actual image of the
organisation and there may be differences in the image the organisation
wishes to generate among different groups. If this is the case, there is
scope within this activity to analyse and record separately for each
group.
Typically, the wish image will be contained in such documents as the
mission statement, the vision statement, shareholders’ annual reports,
corporate advertising, corporate press releases and, occasionally, in
internal memoranda.
Use the table provided to record your analysis of the documentation.

Document What the organisation What the organisation How the organisation
would like people to would like people to would like people to
believe about it feel about it behave towards it

11
Reputation Management

Feedback

If you compare the results of this analysis with those of the

attitude analysis in Activity 1, you will almost certainly find that
there are discrepancies.The problem for any reputation manager is
to find ways of closing the gaps between what the organisation
wants to portray and what the public actually observes.
You might like to consider what the organisation could do to
narrow the gap in perception.

♦ Recap

Distinguish between reputation and image

♦ A reputation is something that is acquired over time through
actions and results whereas an image is something that you
create to convey a message to others.
♦ Reputation and image should reinforce each other and be
consistent. A flashy image, for example, has limited value if it is
contradicted by the organisation’s reputation.
♦ A strong reputation is an asset, attracting more customers,
higher-calibre recruits and more investors.
Explore how reputation and image affect the attitudes that
people hold about organisations
♦ Attitudes towards an organisation develop as a result of:
knowledge that we gain (cognition), feelings we experience
(affect) and behavioural experiences (conation).
♦ Our perception of reputation is based on what we know about an
organisation. It affects the cognitive aspect of our attitude.
An image, on the other hand, appeals to our emotions – the
affect aspect.
♦ It is possible to change attitudes by providing new information
that appeals to either the cognitive or emotional thought
processes.
Assess the value of a reputation and consider how it should be
managed
♦ Managing reputation is about ensuring that everyone’s
experience of the organisation is consistent with the reputation
that the organisation has or hopes to build.
♦ The organisation’s stakeholders are key: they have the power to
make or break a reputation. They are diverse in their
12 requirements and what is attractive to one group might prove
 1 Image and reputation

unacceptable to another. Managers need to identify their most

important stakeholders and establish a good reputation
with them.
Identify five different types of image and the interplay
between them
♦ The fives types of image are:

– mirror image: how we think others see us

– current image: the actual view of us held by outsiders
– wish image: how we wish others to see us
– corporate image: the image of the organisation
– multiple image: the diverse images conveyed by the
organisation’s staff.
♦ The image should be managed so that it is as accurate and
consistent as possible.


 More @

Davies, G., Chun, R., Vinhas Da Silva, R. and Roper, S. (2002)

Corporate Reputation and Competitiveness, Routledge
This book presents the case for reputation as a strategic tool for
organisations in the 21st century. As well as a review of current
thinking, the text contains the authors’ approach to reputation
measurement and management: the ‘Reputation Chain’.
Balmer, J. and Greyser, S. (eds) (2003) Revealing the Corporation:
Perspectives on Identity, Image, Reputation and Corporate
Branding, Routledge
The book draws on articles from leading journals in the field and
includes important recent articles as well as classics, written by
recognised masters of the genre, which still inform current debate
and practice.
Schultz, M., Hatch, M. and Larsen M. H. (2000) The Expressive
Organization: Linking Identity, Reputation and the Corporate
Brand, Oxford University Press
According to the authors, the future lies with ‘the expressive
organization’. Such organisations not only understand their distinct
identity and their brands, but are also able to express these
externally and internally.
The Manchester Business School has established a Corporate
Reputation Institute. Its wesbite is at
www.mbs.ac.uk/research/centres-projects/corporate-
reputation/index.htm 13
Reputation Management

References

The American Marketing Association, www.marketingpower.com.

Arthur W. Page Society, www.awpagesociety.com
Balmer, J. (Editor) and Greyser, S. (Editor) (2003) Revealing the
Corporation: Perspectives on Identity, Image, Reputation and Corporate
Branding, Routledge
Black, A., Wright, P. and Bachman, J. E. (1998) In Search of
Shareholder Value, Pitman Publishing
Blythe, J. (1997) Essence of Consumer Behaviour, Prentice Hall Europe
Branson, R. (Foreword) and Barry, A. (2002) PR Power: Inside Secrets
from the World of Spin, Virgin Business Guides
The Chartered Institute of Personnel and Development
www.cipd.co.uk/subjects/empreltns/empcomm
Cordeiro, J. J. and Sambharya, R. (1997) ‘Do corporate reputations
influence security analyst earnings forecasts?’, Corporate Reputation
Review,Vol. 1, No. 2, pp. 94–98
Davies, G., Chun, R., Vinhas Da Silva, R. and Roper, S. (2002)
Corporate Reputation and Competitiveness, Routledge
D’Apris, R. quoted in Arnott, M. ‘Effective Employee
Communication’ in Hart, N. (ed) (1987) Effective Corporate Relations,
McGraw-Hill
De Chernatony, L. and McDonald, M. (2003) 3nd edition, Creating
powerful brands, Butterworth-Heinemann
De Geus, A. (1997) The Living Company, Harvard Business School
Press
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