دانلود رایگان مقاله لاتین حران مسئولیت اجتماعی شرکت از سایت الزویر
عنوان فارسی مقاله:
تاثیر شهرت بد: وقوع بحران، مسئولیت اجتماعی شرکتی و ادراک ریاکاری و نگرش نسبت به یک شرکت
عنوان انگلیسی مقاله:
The effect of bad reputation: The occurrence of crisis, corporate social responsibility, and perceptions of hypocrisy and attitudes toward a company
سال انتشار : 2015
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بخشی از مقاله انگلیسی:
2. Literature review
2.1. Corporate reputation, crises, CSR history, and corporate hypocrisy 2.1.1. Reputation Basic components of corporate reputation have their roots in the identity and image of a company (Pruzan, 2001). Pruzan referred to reputation as an integrative perspective of a company from a variety of stakeholders: image is the perception of a company from external observers, whereas identity refers to a firm’s employees’ and managers’ perception of the firm. According to Balmer (1998), an organization’s image affects public behavior toward it. Balmer found that an organization’s image hinges on the concurrent and interchangeable perception of other concepts such as message, reputation, perception, cognition, attitude, credibility, and belief. Further, Balmer (1998) stated that real corporate identity is as much about behaviors setting an organization apart from other entities as it is about appearance, and that those behaviors are construed by various organizational activities, including markets served, corporate ownership and structure, organizational type, corporate philosophy, and corporate history. While reputation can be formulated through public perceptions of the various assets and characteristics mentioned above, reputation can be defined in terms of an organization’s relationship to stakeholders inside and outside the company: “A corporate reputation is a collective representation . . . It gages a firm’s relative standing both internally with employees and externally with its stakeholders” (Fombrun & Riel, 1997, p. 10). In a more recent exploration of the concept, corporate reputation refers to “a cognitive representation of a company’s actions and results that crystallizes the firm’s ability to deliver valued outcomes to its stakeholders” (Fombrun, Gardberg, & Barnett, 2000, p. 87). Reputation is an intangible yet valuable asset for a company, indicating positive outcomes from the firm’s past interactions with stakeholders; it brings to light the unique virtues of a firm and reduces uncertainty about a firm’s performance and product quality (Barney & Hansen, 1994; Black, Carnes, & Richardson, 2000; Fryxell & Wang, 1994; Hall, 1992; McMillan & Joshi, 1998; Teece, 1998). Good corporate reputation fosters indirect yet substantial benefits to a company, creating favorable public opinion and a business-friendly environment (Fombrun et al., 2000). Many studies (Bae & Cameron, 2006; Coombs, 2007b; Lyon & Cameron, 2004; Yoon, Gürhan-Canli, & Schwarz, 2006) have shown that prior corporate reputation shapes the processing of CSR information related to a given company. Yoon et al. (2006) suggested how a company’s bad reputation would be detrimental to CSR evaluation. If a company has a bad reputation, the public is more likely to suspect it has ulterior motives for its CSR. Therefore, CSR perception is affected by situational/external factors such as the relevance of philanthropic CSR to a company’s business and marketing, or the medium in which the CSR statement is distributed. The study by Yoon et al. (2006) found that how closely related CSR is to the success of a business relates to the public’ suspicions toward CSR. If a company has a good reputation, CSR highly relevant to its business activities will benefit it (Sen & Bhattacharya, 2001); however, if a company has a bad reputation, the effect of CSR highly relevant to its business activities could be neutral or even negative (Yoon et al., 2006). For example, although some anti-smoking campaigns targeting youth were successful, a tobacco company, the Philip Morris tobacco company faced huge criticism for its CSR campaign that supported youth smoking prevention, as consumers perceived misalignment between its business and CSR activities (Yoon et al., 2006). Bae and Cameron (2006) asserted that people tend to infer a corporation’s charitable giving as a mutually-beneficial activity when a company has a good reputation; however, when a company has a bad reputation, people tend to infer corporate charitable giving as a self-interested activity. This is because the public is likely to be suspicious of what might be a two-faced strategy in CSR when a company’s social and industrial performance is not well perceived. And, more perilous, CSR of a company with a bad reputation might be even more harmful to its corporate image, thus counterproductive to the positive outcome the company intends.
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کلمات کلیدی:
A Stakeholder Approach to Corporate Social Responsibility: ... https://books.google.com/books?isbn=1317186583 Philip Kotler, François Maon, Adam Lindgreen - 2016 - Business & Economics But looking a little closer a more subtle psychological suturing operation is occurring. Like the question of authenticity mentioned above, CSR provides a medium ... a post-Enron and post-crisis corporate landscape), the CSR presence in a firm ... Reframing Corporate Social Responsibility: Lessons from the Global ... https://books.google.com/books?isbn=0857244558 William Sun, Jim Stewart, David Pollard - 2010 - Business & Economics Lessons from the Global Financial Crisis William Sun, Jim Stewart, David ... for sensitivity to corporate social responsibility more than when a public crisis strikes. Crisis and Corporate Social Responsibility: Threat or Opportunity? https://ideas.repec.org/a/tei/journl/v2y2009i1p36-50.html by BFF Souto - 2009 - Cited by 136 - Related articles Downloadable! The objective of this paper is to reflect on the consequences of the current economic and financial crisis on Corporate Social Responsibility ... Managing Corporate Social Responsibility in Action: Talking, Doing ... https://books.google.com/books?isbn=1317101863 Frank de Bakker, Frank den Hond - 2016 - Business & Economics Rowley, T.J. and Berman, S. (2000), 'A brand new brand of corporate social ... corporate social responsibility during a crisis', Corporate Reputation Review, vol.
