Part VI: How Should Reputations be Managed in Good Times and Bad Times?: Increasing effectiveness of managing strategic issues affecting a firm's reputation

Abstract

Reputations rise and fall. In this Part of the Corporate Reputation Review attention focusses on companies whose star is waning. The presentations made at the Stern School of Business conference and now published below comprise a distillation of the insights gained by a senior crisis-management practitioner, as well as three case studies and three more empirically-oriented crisis communication studies. Included in panelists' presenta- tions are theoretical frameworks which seek to explain the behavior of managers and opponents during crisis situations. Managing in Times of Crisis - Ray O'Rourke, Burson-Marsteller Dow Corning's Breast Implant Controversy: Managing Reputation in the Face of 'Junk Science' - Paul A. Argenti, Dartmouth College Fanning Fires: Mitsubishi Motors and the EEOC - Irv Schenkler, New York University Increasing Effectiveness of Managing Strategic Issues Affecting a Firm's Reputation - Cees B.M. van Riel and Frans A.J. van den Bosch, Erasmus University Corporate Environmental Reputation: Comparing Two Industries - Glen Dowell, Anjali Sastry, Stuart Hart and Jeff Bernicke, University of Michigan Two-Way Mirroring: Identity and Reputation when Things go Wrong - C. Marlene Fiol and Sarah Kovoor-Misra, University of Colorado at Denver Corporate Reputation and its Effect on Organizational Actions: How Reputations are Managed - Suzanne M. Carter and Janet M. Dukerich, University of Texas at Austin