Reputation Management Capabilities as Decision Rules

We draw on a detailed grounded theory study of the reactions of Dutch food firms to the recent introduction of genetically modified foods to inductively identify the capabilities that firms develop in response to reputational threats. Central to the view on capabilities we propose are the decision r...

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Bibliographic Details
Published in:Journal of management studies 2004-12, Vol.41 (8), p.1349-1377
Main Authors: Heugens, Pursey P. M. A. R., Van Riel, Cees B. M., Van Den Bosch, Frans A. J.
Format: Article
Language:English
Subjects:
Decision making
Decision theory
Firm theory
Food industry
Food processing industry
Genetically altered foods
Genetically modified organisms
Management science
Netherlands
Organization theory
Public relations
Reputation management
Studies
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Summary:We draw on a detailed grounded theory study of the reactions of Dutch food firms to the recent introduction of genetically modified foods to inductively identify the capabilities that firms develop in response to reputational threats. Central to the view on capabilities we propose are the decision rules organizations use to link individual actions to organizational outcomes. Four reputation management capabilities were identified, which were aimed at, respectively: (1) engaging in a cooperative dialogue with relevant stakeholders; (2) presenting the organizational point of view favourably in the eyes of external beholders; (3) avoiding organizational ‘ownership’ of critical reputational threats; and (4) communicating meaningfully with affected parties, even under conditions of high adversity and time‐pressure.
ISSN:0022-2380
1467-6486
DOI:10.1111/j.1467-6486.2004.00478.x