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1 OXFORD UNIVERSITY CENTRE FOR CORPORATE REPUTATION: ANNUAL REPORT 2015 WWW.SBS.OXFORD.EDU/REPUTATION Annual Report 2015
1 OxfOrd University Centre fOr COrPOrAte rePUtAtiOn: AnnUAl rePOrt 2015 WWW.sBs.OxfOrd.edU/rePUtAtiOn
Annual report 2015
Oxford University Centre for Corporate reputation
the Oxford University Centre for Corporate reputation is an independent research centre within saïd Business school. through our research we aim to understand how the reputations of corporations and institutions are created, sustained, enhanced, destroyed and rehabilitated.
We teach a course on the school’s MBA curriculum, underpinned by academic research but including contributions from leading figures in the business world. We also contribute to the executive education programme and host conferences and seminars.
We are fortunate to have the support of an outstanding group of international research fellows and Associate fellows from academic institutions around the world as well as many distinguished visiting fellows from business, the media and other organisations.
Oxford University Centre for Corporate reputation saïd Business school Oxford Ox1 1HP United Kingdom
t: +44 (0) 1865 288900 f: +44 (0) 1865 278820
http://www.sbs.oxford.edu/reputation
introduction
this has been a terrifically energised year at the Centre, with great progress made on many fronts: the completion and publication of some long-standing projects, and many initiatives in new areas of research. We have been grateful as always for the levels of engagement from our academic network, and we are delighted to welcome five new international research fellows (see p22).
Among our regular events this year, particularly worthy of note was our “scandals” conference (see p21), which built on work being done within the Centre – by our research fellow tim Hannigan, who is now an Assistant Professor at the University of Alberta, and his co-author Professor Joe Porac, one of our international research fellows, based at new york University. the conference explored the many facets and dynamics of scandals: their origins, why some have purchase and some don’t, and other phenomena. Joe, tim and our research fellow Basak yakis-douglas can take great credit for a tremendous event.
it was closely followed by this year’s annual reputation symposium, our sixth. this year’s had a strong historical theme running through it, with a number of presentations emphasising how the heritage of an organisation, and the perceptions of that heritage, can be leveraged to reinvigorate it both internally and externally (see p18). We also ran a professional development workshop for the first time, building on the presence of the growing number of young scholars who are interested in researching this field. special mention should go to the panel presentation on the Market Basket boycott, organised by our friend daniel Korschun of the leBow school of Business, drexel University; and also to the session on influencers in social media with Paul fox, director, Corporate Communications, for P&G, and influencers Blair fowler and Pari ehsan and influencers’ agent Karen robinovitz, organised by our eni research Associate Gillian Brooks. Both sessions brought strong practitioner insight into our discussions and were hugely appreciated by all involved.
in what is now something of a tradition, we took the opportunity of the symposium to announce and present annual awards for Best Published Paper and Best dissertation. the first was awarded to y. sekou Bermiss, Brayden King and edward Zajac for “Under Construction: How Commensuration and Management fashion Affect Corporate reputation rankings”, Organization science 25 (2) (http://pubsonline.informs.org/doi/abs/10.1287/orsc.2013.0852). the paper analyses the antecedents of corporate reputation as a dynamic commensuration process, in which management fashions influence the attempts of audiences to quantify corporate reputation. Our award for Best dissertation went to Jonathan Bundy, now Assistant Professor of Management and Organization at the smeal College of Business, Pennsylvania state University, for “reputations in flux: examining How a firm’s Multiple reputations influence reactions to negative violation” – which investigates the dynamics of reputation repair strategies, and in particular how a strategy used to repair one reputation may damage another. We look forward to greater engagement with all those authors in the future.
Our practitioner engagement has been as wide-ranging as usual, with attendees at both our bespoke programmes and the reputation and executive leadership and the Corporate Affairs Academy (CAA) programmes reflecting how frequent and salient the conversations around reputation have now become from the boardroom down. the report that we published from break-out discussions arising from the CAA, “insights, Challenges and Opportunities” (see www.sbs.ox.ac.uk/sites/default/files/CCr/docs/corporateaffairsacademyreport.pdf) gives an indication of how much the corporate affairs function can contribute to the positive reputational health of firms, and the business advantage that comes with this. none of this work would be possible without the generous support of our numerous sponsors, and in particular eni, and the support given to us by our visiting fellows (see p24) whose ranks have been added to again this year by some of the most effective and highly regarded business figures. they all make an invaluable contribution to our work.
Rupert Younger director
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Our People
Dr Nicholas Sabin is a research fellow who studies economic sociology and behavioural economics. in particular, he focuses on the intersection of client behaviour and banking methods used by microfinance institutions in developing countries, for example, group lending models in sierra leone.
Dr Basak Yakis-Douglas is a research fellow whose main research interests are corporate reputation and building a “practice” perspective on strategy.
Associate fellowsMarco Alverà, senior executive vice President, eni spA Midstream.
Basil Towers, director and special Adviser at the consultancy Blue rubicon.
Biz Stone, co-founder of twitter.
Dr William Harvey, a former research fellow at the Centre,
senior lecturer in the Business school at the University of exeter.
Dr Andrea Polo, a former research fellow at the Centre, Assistant Professor of finance at the University of Pompeu fabra in Barcelona.
Dr Tamar Yogev, a former research fellow at the Centre,
lecturer at the faculty of Management, University of Haifa.
Administrative staffSarah Livingstone, Centre Manager.
Isabel Schmidt, Administrative Assistant.
directorRupert Younger is the Centre’s founder and director. He was a co-founder of finsbury, the financial communications group (now rlM finsbury), with whom he remains a consulting partner. He has more than 20 years of expertise in business and reputation and is a leading commentator on the subject.
research staffDr Rowena Olegario is the senior research fellow, research Co-ordinator and Case study editor.
Dr Gillian Brooks is the eni research Associate, whose research analyses how offline and online networks combine in the formation of reputations.
Dr Daphne Demetry is a research Associate whose work focuses on the cultural and temporal dimensions of organisations. Her research uses interview data to study the intersection of trust, authenticity and reputation.
Dr Tim Hannigan is a research fellow whose work examines meaning structures within large-scale communications in professional and industrial settings.
Mark Hughes-Morgan looks after all the Centre’s publications and communications, including researching and writing our case studies.
Dr Jon MacKay is a research fellow whose work examines how different social and economic networks can be used to better understand status and reputation.
Dr Sarah Otner is a research fellow whose research explores status allocation in online networks.
ContentsP4 Our people
P5 research and projects
P17 education programmes
P18 Conferences
P22 international research fellows
P24 visiting fellows
P25 Principal events
P26 Publications and presentations
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research projects
We have identified the following common threads within reputational research:
Organisations and individuals do not own (control) their reputations. instead, their reputations are owned by others, but are influenced by the individual or organisational reputation engagement strategies.
reputations can be broken down into two types: competence and character. different consequences flow from each type of reputation.
entities signal their intentions through their behaviours. for behavioural signals to be effective, they must be perceived as authentic: that is, they must align with the entity¹s core identity and its chosen narratives.
reputations are formed, sustained, and/or rebuilt within networks of stakeholders. the reputation of an entity depends on its position within these networks, which can be open or closed. reputation intermediaries can also affect the kind of information that travels through networks.
Behavioural signals can be enhanced through communication. effective communication involves narratives, or the stories that entities tell about themselves. these stories must be framed in a way that captures something authentic about the organisation or individual, and they must be anchored in the larger context (industry, country, region) in which the entity operates.
Organisations and individuals do not have a single reputation. rather, they have multiple reputations: for something with someone.
the Centre supports research into reputation across a wide area of business practice, through our research fellows and affiliated academics.
What are they thinking? An experimental investigation of the cognitive mechanisms underpinning corporate reputationProfessor Michael l. Barnett*, rutgers, the state University of new Jersey (above); dr sohvi leih, University of California, Berkeley.
We seek to advance understanding of how individuals form and change their perceptions of a firm, and in particular, the degree to which they take account of factors other than the performance of the focal firm. We will conduct experiments in which we hold constant a firm’s performance characteristics and vary in disclosure of situational characteristics such as reputation rankings by prominent media outlets, the (mis) conduct of similar other firms, and the home country of the firm.
sohvi leih writes: “We hypothesise that, due to bounded rationality and limited information, stakeholders use heuristics to make judgments of firms, leading to biased perceptions and skewed reputations. As these heuristics and biases in reputation are revealed, firms may develop a better understanding of what they need to do to manage their reputations.”
A paper from the research, “sorry to (not) Burst your Bubble: the influence of reputation rankings on Perceptions of firms”, is forthcoming in Business & society.
Ownership, governance, and the brand-capital firmProfessor thomas noe, saïd Business school, University of Oxford (right); Professor Michael J. rebello, school Of Management, University of texas at dallas; Professor thomas A. rietz, Henry B. tippie College Of Business, University of iowa.
Professor thomas noe, saïd Business school, University of Oxford (right); Professor Michael J. rebello, school Of Management, University of texas at dallas; Professor thomas A. rietz, Henry B. tippie College Of Business, University of iowa.
*international research fellow
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We compare the incentives for reputable behaviour in owner-managed firms, where the owner makes the decisions that determine reputation, and professionally managed firms, where these decisions are delegated to a professional manager rewarded through an employment contract. We show that delegated professional management is sometimes better adapted to preserving corporate reputation than owner management.
thomas noe writes: “When the gains offered by short-term reputation-threatening opportunism are not too large, the firm’s current reputation is moderately good, and the firm has low future growth prospects, professional management dominates owner management. in contrast, owner management dominates professional management when the firm’s current reputation is very good, its future growth opportunities are also significant but the gains from short-term reputation-compromising actions are also very large. in some cases, professional management is better adopted to reputation formation than owner management, yet generates less shareholder value than owner management. in these cases, control changes that convert professionally managed firms to owner-managed firms - e.g., leveraged buyouts - will be profitable even if they endanger reputations. the owner-management structure is even more problematic when reform mechanisms exist to restore damaged reputations. in fact, increasing the efficacy of reform mechanisms always increases the attractiveness of professional management relative to owner management.”
A conference paper from this research can be found at www.cerf.cam.ac.uk/cerf-events/Cerf%20Conferences/corporate-finance-theory-symposium2014/papers/thomas-noe.
return on reputation: how does customer-based corporate reputation affect key performance metrics of service firms?Professor Gianfranco Walsh (above), friedrich schiller University Jena; stefan ivens University of Koblenz-landau; Mario schaarschmidt, University of Koblenz-landau.
the broad objective of this research project is to explore the relational nature of customer-based corporate reputation by contrasting customer-based reputation with customer
commitment. While customer commitment is widely recognised as an important relational antecedent of profitable long-term customer relationships, relatively little is known about the antecedent role of reputation and the differential effects of reputation and commitment on non-monetary and monetary outcomes, as well as the conditions under which customers rely more heavily on reputation or commitment. We hypothesise that commitment is a partial mediator in the relationships between reputation and relational customer outcomes, and that service context (based on provider selection risk) serves as a moderator of these relationships. We use large cross-sectional samples of service customers from two countries (france and Germany) to establish whether reputation or commitment more strongly affect customer outcomes in higher - as compared to lower - risk service contexts. the findings have important implications for management scholars and practitioners.
Gianfranco Walsh writes: “Having identified relevant constructs to extend the original conceptual model, and to avoid common method effects and other negative side effects of conventional survey techniques, we have developed a survey instrument and conducted a number of studies. Our latest paper arising from this research was published in Proceedings of the international Conference on information systems (iCis): ‘does Being reputable drive Customer equity? evidence from e-Commerce’. it takes surveys of customers from various online shopping contexts that reveal, across two studies, the relationship between customer-based reputation of e-commerce companies (eCCr) and customer equity. We posit that trust has a mediating role in this relationship and that perceived risk takes a moderating role. this study thereby adds a richer understanding of the customer-related effects of corporate reputation and yields important managerial insights into the mechanisms through which an e-business’s reputation affects customer equity.”
the paper is available at http://aisel.aisnet.org/cgi/viewcontent.cgi?article=1488&context=icis2015.
Country reputation dr liz dávid-Barrett (right), University of sussex; dr Ken Okamura, saïd Business school, University of Oxford.
this project (begun by the authors while research fellows of the Centre for Corporate reputation), asks whether concepts developed in scholarship on corporate reputation can be applied to countries. Contributing to a growing
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body of research in international relations on the reputations of states, we elaborate the various types of reputation which national governments pursue, the range of stakeholder groups with which they seek to engage, and the reputational intermediaries relevant to their efforts. Other work in this area suggests that government officials care about their reputation with international peers, and that governments may be particularly motivated to keep up with their neighbours. Compliance with international laws and standards, as well as rankings on international indicators of governance and corruption, are seen as key building blocks for international reputation.
liz dávid-Barrett writes: “We examine in depth the role of the extractive industries transparency initiative (eiti) as a reputational intermediary for countries. in doing so, we seek to answer questions about why corrupt governments join an organisation that makes it harder to engage in corruption, and why international stakeholders such as aid agencies and lenders trust them when they do so.”
A paper from this work, “norm diffusion and reputation: the rise of the extractive industries transparency initiative”, has been published in Governance (http://onlinelibrary.wiley.com/doi/10.1111/gove.12163/abstract).
Multiple reputations within management consultanciesProfessor tim Morris (right), saïd Business school, University of Oxford; dr Will Harvey, University of exeter, and Associate fellow, saïd Business school; Milena Mueller, dPhil, Oxford University Centre for Corporate reputation, saïd Business school.
this research project focuses on reputation formation within professional service firms. We look at management consultancy companies and the different impressions that internal and external stakeholders hold both towards the industry and towards particular firms. We want to see how these impressions differ amongst stakeholders in various countries and conclude that the reputation of professional service firms is sometimes at odds with the quality of the projects they deliver. three papers have resulted from this research, which are at various stages of submission and review.
Will Harvey writes: “Our latest paper, ‘reputation and identity dissonance’, looks at dissonance between an organisation’s identity, which is how it sees itself, and its reputation, which is what other stakeholders actually think about the firm. the paper looks at how
the firm has sought to manage this dissonance through various remediation mechanisms. We find that an important way of managing client perceptions of a professional service firm is through a greater focus on the expertise of partners and teams, demonstrating altruistic behaviour, and highlighting value through over-performance. these mechanisms create common ground between different parties and also buttress organisational identity, permitting the firm to sustain reputational claims, notwithstanding unresolved challenges to them.”
A paper from this research “reputation and identity conflict in management consulting”, is forthcoming in Human relations.
trust, reputation and law: the evolution of
commitment in investment bankingProfessor Alan d. Morrison (right), saïd Business school, University of Oxford; Professor William J. Wilhelm*, Jr., Mcintire school of Commerce, University of virginia.
We present an analysis of the role of commitment in social life. We identify a hierarchy of commitment devices, running from the extra-legal commitment modes of trust and reputation to the more legalistic devices of contract and fiduciary duty. We suggest that the choice of commitment device is informed by technological factors, such as the state of information technology, as well as by sociological considerations that affect the level of social capital invested in a relationship. Changes that render contracting easier have two effects. their first-order effect is that they render it easier for social actors to use legalistic commitment devices, and so reduce the importance of trust and reputation in their relationships. the second-order effect is that, when commitment no longer relies upon reputation, it is easier for strangers to deal with one another. this serves to reduce the extent to which trust and reputation-based commitment is possible. Both effects undermine the use of reputational and trust-based relationships in social life.
Alan Morrison writes: “We use this framework to explain the evolution of investment banking relationships over the last 50 years. the first-order shocks in investment banking were the development of financial engineering and the development of computer systems that enabled more arm’s-length dealing. We present new evidence that investment bankers have shorter relationships than previously and that those relationships rely more upon contract than upon reputation.”
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traders vs. relationship managers: reputational conflicts in full-service investment banksProfessor Zhaohui Chen, Mcintire school of Commerce, University of virginia; Professor Alan d. Morrison (as before); Professor William J. Wilhelm, Jr. (above, as before).
We present a model that explains why investment bankers have struggled in recent years to manage conflicts of interest. the model captures two conflicting dimensions of reputation. On the one hand, banks can build a type reputation for technical competence by performing complex deals that may not serve their clients’ interest; on the other hand, bankers can sustain a behavioural reputation by refraining from doing so.
Alan Morrison writes: “Unproven banks favour type reputation over behavioural reputation; being ethical in our model is a luxury reserved for banks that have proven their abilities. the model also sheds light on conflicts between the trading and advisory divisions of investment banks; it also helps us to understand changes in recent years to the relative strengths of bankers’ type- and behavioural-reputation concern.”
investment banking relationships: 1933–2007Professor Alan d. Morrison (as before); dr Aaron thegeya, international Monetary fund; Professor Carola schenone, Mcintire school of Commerce, University of virginia; Professor William J. Wilhelm, Jr. (as before).
We study the evolution of investment bank relationships with issuers from 1933–2007. the degree to which issuers conditioned upon prior relationship strength when selecting an investment bank declined steadily after the 1960s. the issuer’s probability of selecting a bank with strong relationships with its competitors also declined after the 1970s. in contrast, issuers have placed an increasing emphasis upon the quantity and the quality of their investment bank’s connections with other banks.
Alan Morrison writes: “We relate the structural changes in bank/ client relationships beginning in the 1970s to technological changes that altered the institutional constraints under which
security issuance occurs. We view our data as evidence that clients in investment banking placed steadily less reliance over the period of our sample upon reputational factors in underwriting.”
Chicken or egg: exploring the co-evolution of vC firm reputation and statusProfessor timothy G. Pollock*, smeal College of Business, Pennsylvania state University (right); dr Peggy M. lee, Arizona state University; Kyuho Jin, seoul national University; Kisha lashley, Pennsylvania state University.
Our research is split into two projects. the first involved updating the lPJ venture Capitalist reputation index from 2001-2010 (lee, Pollock and Jin, 2011). the index is calculated annually for the period 1990-2000, and covers from approximately 500 to 1,500 venture capital firms, depending on the year. this index is the first comprehensive measure of vC reputation available, and it is now publicly available at www. timothypollock.com/vc_reputation. Multiple articles, both in print and forthcoming, have employed the index.
timothy Pollock writes: “Having completed the labour-intensive first project, the second phase of the project is also proceeding well. in this study we explore the co-evolution of reputation and status, using a sample of vC firms founded between 1990 and 2000, and track them through 2010. We find that reputation and status positively influence each other, but that reputation has a greater effect on status than status has on reputation, particularly when firms are younger. We also find that the effect of past status on current status weakens as vC firms age, but the relationship between past and current reputation remains consistent with age. furthermore, our findings show that participating in blockbuster deals has a positive relationship with status when firms are young and a positive relationship with reputation when firms are older, and helps low-status and low-reputation firms more than it helps high-status and high-reputation firms. We presented this study at a number of conferences, including the 2014 Academy of Management Annual Meeting, at which it was selected as a finalist for the Organisation and Management theory division Best Paper award.“
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A paper from this work was published in the top-tier journal, Administrative science Quarterly: “(Un)tangled: exploring the Asymmetric Coevolution of new venture Capital firms’ reputation and status” - http://asq.sagepub.com/content/60/3/482.abstract.
strategic reputation as a source of resilience dr Basak yakis-douglas (right), Oxford University Centre for Corporate reputation, saïd Business school.
strategic reputation is a key factor in combatting turbulence. this paper proposes that organisations that engage in discretionary and deliberate forms of external communication regarding their strategy are likely to recover faster, or suffer less from share price shocks or market volatility, than those that don’t. these share price shocks may be due to corporate crises, product recalls, scandals etc. By communicating their strategy to specialist media, investors and analysts, we believe that organisations build a reservoir of goodwill which they can spend during times characterised by turbulence.
Basak yakis-douglas writes: “the first part of the research compares the respective share price reactions of fortune 100 companies that carry out strategy communications and those that don’t in times of share price shock and market volatility throughout several decades. for this part of the study, time data on adoption and subsequent strategic plan announcements are collected using streetevents and first Call. the second part of the research involves taking a subsample of the companies that were subject to the first part of the study and carrying out a qualitative study into how these companies actively manage strategic reputation. the purpose of the qualitative study is to uncover phenomena that have not been discovered in the first part of the study and to further enrich existing statistical outcomes. the subsample will comprise companies that are characterised as extreme cases (i.e., companies that did not recover from share price shock or those that were virtually unaffected by market volatility etc.). the research will involve carrying out interviews with CeOs, BOd/sMt members, investor relations executives, and analysts.”
strategic reputationProfessor richard Whittington (right), new College and saïd Business school, University of Oxford; dr Basak yakisdouglas (as before).
external communications are central to corporate reputation. in our research, we focus on a specific form of external communication: those involving strategic plans. We develop and test a set of hypotheses on how to manage investors’ reactions in the early stages of a CeO’s tenure through a specific form of impression management: namely, strategy presentations. We suggest that voluntary disclosures of qualitative information such as strategy presentations are important in influencing investors’ reactions during the early tenure of a CeO. We present support for our theoretical arguments using a sample of 1,425 strategy presentations carried out by nyse and nAsdAQ-listed organisations over 10 years. the value of strategy presentations is often downplayed because they are viewed as “cheap talk”. Cheap talk involves costless (or very low cost), non-binding and non-verifiable messages intended to affect others’ beliefs about future behaviour. Cheap talk theorists might suspect that the public presentation of a strategic plan (for instance, a declared intention to invest in a market) is mainly intended to confuse or warn off competitors, rather than to project true intentions. Because firms have not yet put serious money behind their claims, the market is unlikely to react to strategy presentations. nonetheless, while there may be no financial cost to the firm, there may be significant reputational exposure for the CeOs. this research has been published as a chapter in the Oxford Handbook of Corporate reputation (Barnett and Pollock ed.s, 2012) and has been mentioned in practitioner journals (e.g., the Marketer). the research is now complete.
Basak yakis-douglas writes: “Our results show that strategy presentations by new CeOs spark positive reactions even if they are organisational or industry outsiders and have held no similar positions in the past. furthermore, shareholders are more generous towards new CeOs who carry out strategy presentations early on in the first 100 days. Our findings suggest that investors and analysts respond very positively to efforts made by new CeOs to gain support for their strategic plans early on. Our research suggests that strategy presentations given shortly after a new CeO is appointed can help boost share price, or at least have no negative impact. Our test results for our baseline hypothesis show that in contrast to the sceptical finance and accounting literatures on cheap and soft talk, these presentations do seem to matter.”
A paper from this research is forthcoming in strategic Management Journal (online version at http://onlinelibrary.wiley.com/doi/10.1002/smj.2482/abstract).
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Corporate communication and reputation: an in-depth analysis into impact, practices and reputational aspects tied to M&A announcementsProfessor duncan Angwin, Oxford Brookes University; dr Maureen Meadows, Open University; dr Basak yakis-douglas (as before).
this research investigates the effect of voluntary communications at a time associated with strategic instability – the post-announcement phase in a proposed merger. Using asample of 36,376 deals and 163,023 associated interim news events – post-announcement communications - carried out by nyse and nAsdAQ-listed organisations over 10 years, we suggest that these public voluntary communications reduce evaluative uncertainty and help organisational leaders manage shareholders’ impressions.
Basak yakis douglas writes: “interim news events are highly influential in reducing evaluative uncertainty (measured by the standard deviation in investment analysts’ recommendations) and managing investors’ reactions during M&A. Our research suggests that it is worthwhile for organisations to voluntarily disclose their plans after the initial announcement of the M&A. Organisations would benefit from interim news events especially in contexts associated with high levels of information asymmetry (strategic instability, industry instability, share price volatility), when investors are likely to be facing evaluative uncertainty. in many cases, it cannot hurt, and in others, the potential benefits are likely to overcome the potential disadvantages. Our paper was nominated for the Best Practice Paper Award in the strategic Management society Annual Conference in 2012 and 2013. Our research has been published in the Academy of Management Best Paper Proceedings 2013. it has also been submitted for a journal publication and is currently under review. We have presented our paper at the annual conferences of the British Academy of Management, Academy of Management, european Group for Organizational studies and the strategic Management society.”
reputation in uncertain marketsAssistant Professor Gokhan ertug, singapore Management University; Professor Peter Hedstrom, director, the institute for futures studies, stockholm, sweden, and nuffield College, University of Oxford; dr tamar yogev (above), lecturer at the faculty of Management, University of Haifa, and Associate fellow, saïd Business school, University of Oxford.
this research seeks to examine the importance of reputation as a signalling mechanism in uncertain markets through the lens of the art market. in particular, the study will shed light on the way in which market prices and market evaluations interact to create reputation in the absence of any other tangible and acceptable measures of quality. in addition, it highlights the role played by certain high status reputation intermediaries and discusses the ways in which these organisations attain and use their status. the data from this project is the basis of a chapter, “Global and local flows in the Contemporary Art Market: the Growing Prevalence of Asia” in On the Globalization of Contemporary Art Markets, (OUP, 2014, ed.s Olav velthuis and stefano Baia-Curioni).
tamar yogev writes: “in our paper entitled ‘the Art of representation: How reputation Affects success with different Audiences in the Contemporary Art field’, we study the implications of actors’ reputations and affiliations when there are different audiences within the fields in which these actors operate. in particular, we examine how actors’ reputations and affiliations matter differently for their success with different audiences. We study the contemporary art field, where the assessment of quality is characteristically uncertain, and focus on the differences between museums and galleries in terms of their expected relationships with artists, as they progress from being new in the field to gaining more experience. While we find that broad indicators of reputation help newer artists more, we also find that gallery-specific reputation (based on having past exhibitions at top galleries) and affiliations (based on having past exhibitions at any gallery) help experienced artists more in securing subsequent success at galleries. this difference results from the fact that galleries generally exhibit the work of newer artists whereas museums generally exhibit the work of more experienced artists. therefore, reputation and affiliations do not necessarily help actors who are new to the field more, but rather they help actors about whom a particular audience might need greater assurance regarding their fit. in general, and for museums in particular, these actors are newer artists, but for galleries these actors are more experienced artists. We explore
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these ideas in a sample of more than 50,000 artists, active in the contemporary art field between 2001 and 2010.”
the research was included in a chapter of the book Cosmopolitan Canvases – the globalisation of markets for contemporary art (OUP 2015): “Global and local flows in the Contemporary Art Market: the Growing Prevalence of Asia”. the paper, “the Art of representation: How reputation Affects success with different Audiences in the Contemporary Art field” is forthcoming in Academy of Management Journal.
the benefits and burdens of high reputation during disruptions: the role of media reputation, organizational identification, and disruption typedr Anastasiya Zavyalova, rice University (above); Professor Mike Pfarrer*, terry College of Business, University of Georgia; dr rhonda reger, University of Maryland.
this research project is split into two papers. the first paper examines the circumstances under which a high reputation is a burden or a benefit for an organisation. Analysing levels of donations by non-alumni and alumni after nCAA scandals in Us universities, the authors find that high-reputation universities are more likely than their peer institutions to experience a decrease in donations by non-alumni and this decrease intensifies for higher magnitude scandals in high-reputation universities. this suggests that a high reputation may be an increasing burden for stakeholders with low levels of organisational identification. On the other hand, high-reputation institutions experience increased donations by alumni after an nCAA scandal; however, alumni donations start decreasing during scandals of high magnitude in high-reputation universities. this finding indicates that a high reputation is a benefit for stakeholders with high levels of organisational identification, but this benefit has its limits. in the second paper, the authors explore the consequences of revealing an organisation’s identity. they question prior studies’ argument that non-conforming and identity-revealing actions may help generate higher media attention and result in building organisational celebrity. instead, the authors argue that different constituents are likely to interpret the same information about an organisation presented in the media in different ways. Consequently, the same organisation
can become a celebrity among some constituents and enjoy the benefits of this intangible asset, and become infamous among others and suffer the burdens of this intangible liability. As a result of these parallel processes, after revealing elements of its identity and generating media coverage, an organisation is more likely to become an attractive target for different constituents’ identification and disidentification. subsequently, it may become more difficult to increase celebrity relative to infamy through the provision of identity-consistent information, and easier to lose celebrity relative to infamy through the provision of identity-inconsistent information. this paper highlights that placing an organisation’s identity under a spotlight may generate both love and hatred from different stakeholders. And whereas the path from love to hatred may be short, the way back can be quite arduous.
Anastasiya Zavyalova writes: “Our first paper has been presented at the Academy of Management (AOM), the strategic Management society (sMs), and the international Conference on Corporate reputation, Brand, identity and Competitiveness. Our second paper has been presented at sMs and received a Best Conference Paper award at the 17th international Conference on Corporate reputation, Brand, identity and Competitiveness in Barcelona in June 2013.”
“reputation as a Benefit and a Burden? How stakeholders’ Organizational identification Affects the role of reputation following a negative event” is forthcoming in Academy of Management Journal.
Country reputation and international trade: a structural gravity approachProfessor daniel Korschun (right), Professor yoto v. yotov and Boryana dimitrova, leBow College of Business, drexel University.
Ours is the first study to quantify the effects of country reputation on international trade. We examine the relationship between country reputation and trade using a novel bilateral, country-pair reputation dataset, and draw from the gravity model of international trade found in the economics literature. We also propose that reputation reduces uncertainty for buyers and test this notion by examining the effect of reputation in industries with differing degrees of uncertainty.
daniel Korschun writes: “in our research, we find that the overall effect of improving country reputation by one place among countries in the
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reputation dataset leads to a two per cent increase in exports, which is equivalent to the importing country decreasing tariffs by between 0.26 per cent and 3.86 per cent. in accordance with the notion that reputation serves as a signal to reduce uncertainty, we find that the effects of reputation are strongest in industries with heterogeneous products. for example, the effect is significant in manufactured goods like machinery and furniture, but not in food and metals. We have now completed our data collection and analysis and our paper is under review at a top-tier journal.”
Big wigs: the reputations of UK judges by citation analysis dr tim Hannigan (right), Oxford University Centre for Corporate reputation, saïd Business school; Ken Okamura (as before); Jeremy Hessing-lewis, co-founder of small law.
reputation and status are related constructs with some important differences. this project explores these in the context of the British legal profession. there is an interesting research puzzle in this context of how the reputations of judges are solidified and communicated in the absence of formal social evaluations, such as ranking systems.
tim Hannigan writes: “We build from a cultural sociology view that suggests the signals for reputations can be found in organisational artifacts. this is to say that the reputations of individual judges are reflected in how they are cited by other judges in written judgments. However, social status will also factor into the style and volume of citations. in this paper, we build on existing models of judicial status, influence and reputation by developing an enhanced citation analysis model to establish the relative reputations of judges. Our methodology adopts natural language processing tools and an examination of downstream quotations to establish signalling cues for a judge’s reputation within the judiciary. We find evidence that there is a rank order judicial reputation mechanism above and beyond status.”
the social construction of scandal: the role of the media in the 2009 British parliamentary expense affairdr tim Hannigan (as before); Professor Jonathan Bundy, smeal College of Business, Penn state University; Professor scott d. Graffin* (above), terry College of Business, University of Georgia; Professor James B. Wade, Goizueta Business school, emory University; Professor Joseph f. Porac*, stern school of Business, new york University.
this project explores the active role the media takes in shaping how external audiences come to understand and make sense of a scandal. this is independent of the actual transgressions and wrongdoing.
tim Hannigan writes: “We investigate the evolution of meaning and its effect on Members of Parliament (MP) resignations during the 2009 British parliamentary expense scandal and find broad support for the active role of media in socially constructing the meaning of a scandal. specifically, we find that MPs who are featured centrally in the scandal narrative face increased pressures to resign. We also find that MPs who are structurally associated in the media narrative with other MPs who have previously resigned also resign at a higher rate. finally, we find that the effect of an MP’s level of wrongdoing is only significant when the MP is also featured centrally in the scandal narrative. Overall, we contribute to research on scandal by showing that an MP’s treatment in the media is an important predictor of scandal outcomes.”
it’s who you know: how innovation clusters form in Bath, Birmingham, Bristol and londonGillian Brooks (right), eni research Associate, Oxford University Centre for Corporate reputation, saïd Business school; Professor Patrick Barwise, emeritus Professor of Management and Marketing, london Business school.
this project investigates the role of reputation engagement in start-up companies, focusing specifically on innovation clusters within the creative industries of fashion, media and technology,
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in Bath, Birmingham, Bristol and london. these four cities represent a combination of “alpha” and “beta” cities in the UK. relying on ethnographic research conducted in the four cities listed above, we seek to identify the factors required for start-ups to create the reputations necessary to be able to compete in these innovation clusters.
Gillian Brooks writes: “Why do start-ups cluster in specific geographical regions? Why are some regions more productive for specific creative industries? Key themes have emerged from our preliminary interviews with entrepreneurs, venture capitalists and accelerators, illustrating that the use of networking and social capital are the leading factors required for an innovation cluster to prosper. Our research findings will address the informal communication factors/networks in an innovation cluster; who dictates the terms of inclusion, the key actors within the cluster, and the nature of the networks.”
new players, same game? Understanding the role of online influencersGillian Brooks (as before); Mikolaj J. Piskorski, Professor of strategy and innovation, iMd.
this project seeks to understand the essential elements required to be an effective online influencer and their role in shaping corporations’ reputations, how they influence consumers and how companies engage with them. the research will address why consumers trust these influencers (over corporations). More often than not these influencers have been hired by corporations to promote a given product. this new and lucrative business model is re-shaping existing notions of endorsement and sponsorship.
Gillian Brooks writes: “traditional notions of branding and marketing strategies are evolving as a result of the growth of online influencers – individuals who have become experts on social media and video blogging sites. in order to stay competitive, companies need to create and maintain strategic relationships with influencers in a manner that is viewed by consumers as authentic and credible. this project involves interviewing key players in london, los Angeles, new york, Paris, san francisco and toronto: online influencers, the talent agents who manage them, the companies that hire them, and public relations firms.”
in blogs we trust: the interplay of sentiment, blogger, and campaign characteristics in influencing consumers’ purchase funnelGillian Brooks (as before); Professor vanitha swaminathan, Professor of Marketing & robert W. Murphy faculty fellow in Marketing, Joseph M. Katz Graduate school of Business, University of Pittsburgh.
this project seeks to answer questions relating to trust by analysing the use of “mommy bloggers” by consumer product companies. the latter are increasingly relying on social media to create buzz about their products. Blogging, or the practice of using individuals to write blog posts about various products and brands in order to create awareness, promote loyalty or drive sales, has recently gained momentum. However, a systematic analysis of what drives blog success is currently lacking. this project is a comprehensive study of the blogging industry in conjunction with a leading blogging service, “themotherhood.com”. in analysing more than 800 different blog postings across 20 different campaigns, and in examining and analysing each individual blog and linking it to key metrics that we have identified, we are able to identify the factors required for a successful blog post.
Gillian Brooks writes: “the initial findings are already providing significant insights into what factors make blog posts most effective. interestingly, blogger strength (measured as the number of unique views and twitter followers) does not necessarily drive page impressions. there are other, often surprising, factors that are more significant, such as the timing of the post.”
lasting impressions: how MBA students manage their reputations on instagram Gillian Brooks (as before); Professor Jeanine turner, Georgetown University; Professor James robinson, College of Arts and science, University of dayton.
this project is based on erving Goffman¹s notion of “front-stage” and “backstage” personas, referring to the presentation of our private and public selves. this study will examine how MBA students are using the instagram social media platform – specifically hashtags such as “#MBA” – in ways that have
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significantly damaging effects for their reputations. As Bernie Hogan (2010) states in “the Presentation of self in the Age of social Media: distinguishing Performances and exhibitions Online”: “individuals thus engage in performances, which Goffman (1959) defines as ‘all the activity of an individual which occurs during a period marked by his continuous presence before a particular set of observers and which has some influence on the observers (1959, p. 22)’. this continued presence allows individuals to tweak their behaviour and selectively give and give off details, a process Goffman termed ‘impression management’ (2010, p. 378)”.
Gillian Brooks writes: “impression management is not a new practice. However, in today’s social media landscape, there are drastic reputational consequences that can emerge when impression management is either naively dismissed or overlooked. We are curating over 500 instagram images that contain “#MBA” in order to categorise the images according to employability cues, and educational and social elements. Our central research question asks: how are MBA candidates managing their online personas? Our initial findings suggest that current MBA students are using instagram to present aspirational images to peers under the categorisation of ‘#MBA’ and are prioritising images of superficiality and privilege, thus threatening the perceived reputation of the MBA degree.”
Balancing act: the inconsistencies of constructing organizational authenticitydr daphne demetry (right), Oxford University Centre for Corporate reputation, saïd Business school.
this research project investigates a component of reputation that has become increasingly prized in the cultural consumption landscape: authenticity. looking at the culinary industry as my empirical setting, it asks: how do organisations achieve a reputation deemed by stakeholders as “authentic”? research on authenticity is a burgeoning field in organisational studies and scholarship has found that consumers frequently purchase products based on a producer’s authentic identity over the sheer material qualities of goods. While other research has implied
that organisations can influence their authentic reputations through the right impression techniques, there has been little investigation into the process of “authenticity work” and how audience members accept or reject these genuine claims.
daphne demetry writes: “i argue that the production of authenticity is a paradox: what are presented as ‘genuine’ claims of organisational life are often far from the reality and audience members seek out a performed version over the truly authentic experience. Consequently, the production of authenticity requires producers and consumers to co-balance this contradiction. Using a qualitative study of underground restaurants – alternative dining establishments whose popularity hinges on the authentic consumption experience they provide - i discover producers must balance two sets of inconsistencies that are core to their authentic identities: 1) Hiding the commercial transaction versus showing the production process and 2) encouraging a community versus individual consumer behaviour. Consequently, the manufacturing of authenticity within organisations is a process where producers must harmonise authenticity contradictions, continually negotiating tensions between the authentic and inauthentic. this research is currently under revision at a top-tier strategy, organisation theory and management journal.”
strategic use of statusdr sarah Otner (right), Oxford University Centre for Corporate reputation, saïd Business school.
examination of the allocation of status in online professional networks showed that performance (specifically, high knowledge sharing) is a major predictor of status, indicating that demography (and particularly, gender) loses importance when there is evidence for competence. this research project looks to explain how organisations use individuals’ status to the firm’s strategic advantage.
sarah Otner writes: “this work builds on ground covered in my dissertation. the factors that influence status in online networks vary considerably depending on context: for example, they differ depending on the level of status at stake.”
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firm reputation and acquisition activity: when is it too much to lose?dr sarah Otner (as before); danny Gamache, Adam steinbach and Professor Cynthia devers*, eli Broad College of Business, Michigan state University; dr timothy Hannigan (as before).
this research examines how firm reputations interact with incentive pay to influence CeOs’ acquisition investment decisions. Although why CeOs decide to acquire is a core practical question, a growing body of research demonstrates that acquiring CeOs often accrue substantial benefits from their acquisitions, particularly when they hold high levels of incentive pay. Moreover, related research has shown that CeOs motivated by large incentives tend to make larger acquisitions, and that those acquisitions tend to generate larger losses than gains. Given that incentive compensation ties CeO compensation to firm performance, the above research findings on downstream acquisition effects might seem counter-intuitive. However, recent research indicates that CeO post-acquisition compensation can often be disconnected from acquisition performance. taken together, these studies suggest that CeOs might acquire because they believe that the risk to their personal wealth or financial capital is low. However, we know little about how other types of capital (e.g., human and social capital) may influence CeOs’ perceptions of risk with regard to acquisitions.
sarah Otner writes: “this project focuses on two impact channels: firm and individual CeO reputations. Using ravenpack news Analytics, we endeavour to understand the multi-level effect of how CeOs consider both reputations in the decision-making process concerning acquisitions. i delivered our preliminary results at the 2014 conference of the strategic Management society. We are developing our final results into a journal article.”
visibility and volatilitydr sarah Otner (as before); Professor Mike Pfarrer (right, as before); Professor Jonathan Bundy (as before).
this research intends to improve the Centre’s multidimensional measurement of reputation through examining the connection between visibility and volatility. visibility has been considered in the networks and reputation literatures as prominence – which some research has summarised
as “being good or being known”. However, there is opportunity in the strategy literature to consider the lay understanding of media exposure and its connection to organisational performance. research has shown that the pressure to maintain high performance under conditions of high visibility can make firms more prone to illegal actions. such desperate behaviour might then increase volatility in both stock market activity and strategic flexibility. However, some theories link reputation-building negatively to stock market volatility but positively to strategic flexibility. therefore, the true relationship between reputation (viz. visibility) and volatility is unclear – perhaps because it is different during the creation and maintenance phases of reputation-building.
sarah Otner writes: “Using ravenpack news Analytics, this project will begin to clarify the connection between visibility and volatility. this extensive dataset permits this project to examine all four components of reputation: prominence, salience, exemplary social distinctiveness and favourability.”
reputation repairdr sarah Otner (as before); Professor Mike Pfarrer (as before); Professor Jonathan Bundy (as before).
this project investigates the dynamic processes related to reputation repair. the majority of social evaluations research with firms as actors takes a static approach and focuses only on how a firm responds to a single violation, such as an accounting restatement or product recall. As such, we know relatively little about how a firm responds to multiple violations (e.g., multiple restatements) or multiple types of violation (e.g., a restatement and a recall) over time. it is very likely that stakeholders and other evaluators will respond differently to repeat offenders —both within and across violation types. it is also possible that firms may engage in unique response strategies when trying to manage multiple violations.
sarah Otner writes: “Using ravenpack news Analytics as an event filter, we identify all violations committed by a large number of firms over a 15-year period.We track how each successive violation influences stakeholder reactions, how a firm responds to repair its reputation over time, and whether full reputation repair or some fraction thereof is possible.”
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focus groups and forced choicedr sarah Otner (as before); Professor Gerardo Okhuysen, the Paul Merage school of Business, University of California-irvine.
this project makes a methodological contribution to the broader literature on social evaluations, which includes status and reputation. We undertake a thorough review of the empirical literature to identify best practices in eliciting interpersonal judgments and collective knowledge.
sarah Otner writes: “We argue that applying mixed methods facilitates the examination of status by helping explore whether status structures enjoy consensus and – importantly – whether hierarchy members can articulate that consensus.We demonstrate how combining the rich, contextual insights of qualitative research with the efficiency of quantitative research in a distinct, purposeful methodological approach can reduce the bias in – and improve the robustness of – social evaluations research.”
network foundations of corporate reputationdr Jon MacKay, Oxford University Centre for Corporate reputation, saïd Business school (right).
this project examines the network foundations of corporate reputation through the ties that exist between corporate executives and directors who sit on multiple boards across different companies – sometimes called the “corporate interlock network”. to date,this research has focused on the measures underlying corporate reputation. the initial output of this project was a brief working paper outlining network theory related to and potentially useful for better understanding corporate reputation from a structural perspective. it has since examined how the social network of directors and executives is related to a particularly popular measure of corporate reputation, the fortune Most Admired Companies ranking of public Us companies, relating it to the underlying social structure of the directors and executives who sit on corporate boards. A key idea in network-based theory is that one’s position in a network relative to others may confer particular advantages. Advantages have been found in many cases where individuals act as a bridge between two or more otherwise disparate groups. theoretical work suggests that one’s reputation is embedded within groups of well-connected
actors. Using the fortune rankings the research reveals a strong relationship between companies that are well connected to multiple groups and the likelihood of a firm obtaining or keeping a fortune ranking. Another project links the corporate interlock network to outcomes in the syndicated loan market. this work is concerned with the extent to which a social tie that exists between a borrower and a lender may be associated with a reduction in loan rates for the borrowing firm. it contributes to existing reputation research by showing the importance that these social ties have as a way to exchange information about corporate reputation.
Jon MacKay writes: “in the first paper, i examine the effect of both media coverage and the underlying social structure of corporate directors on the likelihood of a firm obtaining a ranking in the fortune Most Admired Companies listing. i find strong support consistent with the idea that firms that are well connected across different communities are more likely to achieve a ranking. in other words, the fact that these firms bridge multiple communities means they can maintain a reputation within each of them. similarly, the work on syndicated loans provides another context to show that social ties are important conduits for information about corporate reputation.
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Case studiesHow do companies create reputations and, once created, how are they sustained? What are the reputational issues that accompany corporate restructurings and turnarounds? What happens in organisations during crisis situations, when their reputations are on the line – and how do organisations that have lost their good reputations rebuild them?
Our case studies, which are written in association with key participants in the case under consideration, focus on companies facing different kinds of reputational challenge: internal and external, regulatory, legal, operational, with corporate and other societal stakeholders.
this year we have begun a number of case studies including a case study on the Market Basket supermarket boycott in new england, by customers, staff and suppliers in support of their sacked CeO; and have completed one full case: on dubai international financial Centre (difC) Courts. difC Courts, established in 2004, are a notable invention of the dubai emirate: a common law court created to attract international financial companies, as well as to foster positive reputations for the emirate more widely.
Our case studies are used at Oxford saïd as part of the executive education programmes and in the MBA programme, often with the participation of key figures involved in the case. Copies of all case studies can be
requested free of charge; see more at www.sbs.ox.ac.uk/faculty-research/reputation/research-and-publications/case-studies.
Rowena Olegario, senior research fellow and Case study editor
education programmes
Our education programmes continue to thrive and evolve, from the MBA elective we run during trinity term to the regular courses we devise and run in conjunction with executive education at Oxford saïd.
these include the Corporate reputation and executive leadership programme, run in June, and our two-part (April and september) Corporate Affairs Academy, designed specifically for leaders in the corporate affairs sphere. As always, we benefited enormously from contributions from our extensive network of visiting fellows from business.
the Corporate Affairs Academy MBA elective is run in partnership with the leading CA consultancy, the Blue rubicon institute. the programme has been slightly extended to allow
two separate sessions comprising two days of presentations and discussions.
following on from our initiative first launched in 2014, we also organised two break-out meetings, hosted in london by participants, to explore themes identified in the programme as worthy of further exploration.the report that arose from the 2014 meetings, “insights, Challenges and Opportunities”, which can be found at www.sbs.ox.ac.uk/sites/default/files/exec_ed_Open/corporate-affairs/docs/Corp_Affairs_Academy_report_2015.pdf .
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Fascinating case: Dubai’s DIFC Courts
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reputation symposium
this year’s reputation symposium, our sixth, covered the usual broad swathe of subject matter, and broke new ground: with the introduction of a professional development workshop for young researchers, and several key contributions from practitioners. the phenomenon of online influencers and the consumer revolt at Us supermarket chain Market Basket provided very stimulating sessions, and terrific exemplars for future years.
• the opening panel, “the Business of influencers”, grew out of the work of the Centre’s eni research Associate Gillian Brooks on the growth and impact of online influencers, along with her co-author, Professor Mikolaj Piskorski of iMd. One of the leading Us “vloggers” (video bloggers), Blair fowler, joined (via skype and the big screen) new york-based influencer agent Karen robinovitz and her instagram influencer client Pari ehsan to explore the implications of marketing relationships, the nature of authenticity, and dealing with reputation risk when influencers meet corporations. they were joined on the panel by Paul fox, Global director of Corporate Communications at P & G, who added his perspective on the origins of influencer marketing, and P&G’s tremor programme.
• for the first session of the first full day, “social Platforms”, Mikolaj Piskorski, Andrew stephen and yakov Bart presented papers. Mikolaj outlined a general theory of user behaviour on social platforms, and the implications for firms looking to use social platforms for marketing. Andrew stephen, l’Oréal Professor of Marketing at saïd Business school, spoke on the “engagement-boosting” attributes of brands’ social media content, but had some hard truths for firms: namely that from his detailed research, industry best practice in this area does not seem to make a difference either to engagement or reputations. yakov Bart presented research on the impact of seeded marketing campaigns, where firms send product samples to selected customers to encourage them to spread word of mouth. the research identifies the spillover effects that arise, and how WOM spreads to the detriment of other related products.
• in a session entitled “regulation, reputation and Governance”, Cristie ford took on the vexed question of innovation among financial institutions, and how complexity has confounded the expectations of regulators. As she writes: “incremental innovation and its diffusion present, almost by definition, not benefit but challenge for regulation.” Christina skinner focused on the regulators’ preoccupation with quantitative safeguards in the banking sector, in particular how the focus on capital and liquidity to combat systemic risk has been prioritised at the expense of an appropriate focus on misconduct. to rebalance the approach, she proposed “forward-looking, prophylactic
tools to regulate misconduct”, specifically an approach she calls “compliance stress testing”.
• As part of a focus on the importance of historicisation – the influence of past models, exemplars and inspirations on current operations of companies – tor Hernes kicked off “temporality: Connecting Past and future in Organisations” with a consideration of how local time interacts with historical time, and why it is important to understand the live relationship between the past and present. the importance of historical icons and the relationship between history, collective memory and identity – through the likes of corporate museums and an organisation’s artefacts - was the focus of a presentation by davide ravasi and violina rindova, which highlighted “the cognitive and emotional processes through which organisational members engage” with such artefacts for “sensemaking and self-enhancement”. in the first session after lunch the historical strand was continued with Majken schultz beginning a session on “Uses of Organisation history: Why and How?” and the way in which the origins of the Carlsberg brewery were invoked in the “rediscovering, recontextualising, reclaiming, remaking and re-embedding” of the brewery’s history in the pursual of new initiatives. davis dyer, as co-founder of the Winthrop Group, brought a consultancy perspective to bear on the growing importance of “stories” (rather than history) being deployed within companies, and invoked through digital media and with increasing customisation for different audiences. david Kirsch reflected on the missteps that companies make in trying to understand the most appropriate uses for their own history, thanks to a sometimes unhelpful preoccupation with their own reputation.
• in a session entitled “Gender and leadership”, danny Gamache examined the effects of CeO and director gender on acquisitions and the dynamics of individual level, firm-level and industry-level factors. He argued that the presence of females on the board reduces firms’ acquisitiveness, but that the relative reputations, status and visibility of the firms with female CeOs has a bearing on their attitude to acquisition: essentially that a high-status firm is more likely to see more acquisitions by female CeOs. Abbie Oliver’s paper focused on whether shareholder activists target female CeOs more than male, and how portrayals of leadership internally and externally influence shareholder perceptions, and the importance of impression management in that context. felice Klein et al’s study, “the Gender Gap reversed: Gender and CeOs’ Original severance Agreements”, explores the relationship between the salaries paid to female CeOs, the likelihood of termination of their contracts, and the disproportionate impact on their reputation in comparison to their male counterparts. With the additional analysis of the most impactful “hits” on personal reputations, she found interesting counter-orthodoxy ramifications for the pay packages of female CeOs.
Conferences
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• in a session focusing on theoretical approaches, “Building theory on the relationship between reputation and identity”, don lang began by looking at how individuals and organisations embodying positive and negative exemplars for the identities of those placing them under consideration are themselves affected by being put in that position: how being a foil affects the foil’s own identity. Jon Bundy’s paper with Annie Zavyalova began with a theoretical consideration of the nature of organisations’ “generalised” or “multidimensional” reputations. Building on that base, the pair explored how the difference in those reputational assessments impacted on stakeholder perceptions of negative events, on core and peripheral dimensions of reputations, and the implications for responses to that damage. Annie Zavyalova went on to present further work on organisational identity, and how news media use stories to fit organisations into their own dramatic narratives, and the process of accruing celebrity among some constituents and infamy among others.
• two very different angles of analysis shared space in “socio-legal Analysis of reputation”. the origins of reputation in a legal context came under scrutiny from tim Hannigan and Ken Okamura, as they formulated a means to examine, through textual analysis, the reputations of the UK judiciary as reflected by citations. Christopher yenkey’s paper took as its subject a 2008 fraud in Kenya, where the country’s largest broker defrauded a large proportion of clients. the ethnic component in the narrative provided a fascinating opportunity to examine the subsequent preferences of the affected group, and “the socio-relational factors that contribute to individual-level variation in negative reactions to corruption”.
• in “experimental research”, Patrick Haack presented work that sought to differentiate between the influence of character and capability cues, and their interaction with product evaluation. the findings he presented suggest that the way in which third parties differentiate between character cues and capability cues differs, that their importance is assessed separately. in addition, those assessments are subject to distorting effects, such as the “boomerang effect”, where a prior good character reputation suffers a disproportionate negative impact in adversity. federico Aime’s presentation analysed the extent to which social evaluations of CeOs’ legitimacy and image affects firm valuations over time, and how those effects diminish. the experimental setting was a “novel laboratory media-based measurement technique combining third-party ratings of CeOs with psychometric scales”.
• On the last morning, stephen Karolyi, Walid Basaba and richardlowery tackled “reputation in investment Banking”. stephen
focused on personal lending relationships, and the considerable extent to which they benefit firms, from securing loans to acting as a buffer in downturns, and limiting negative impacts such as lay-offs. Walid and richard’s paper analysed the reputation of underwriters in bringing iPOs to market, and the relative reputational sanctions and enhancements of: successfully completing more problematic offerings; avoiding them altogether; withdrawing an iPO; overpricing an iPO; and aggressively pricing and then supporting the price in the aftermath. the symposium concluded with a clutch of younger scholars presenting ongoing work, from authenticity in pop-up restaurants to how interorganisational ties shape media coverage, and a very entertaining final debate around the assertion that aggregated ranking scores are meaningless. the motion was defeated, for the record.
the papers that were presented are listed below with their presenters:
Re-Donning a Lost Halo: Accounting for the Stability of Reputational Orderings Cassandra Aceves, doctoral student, University of Michigan
The Cosmetics of Leadership: Understanding the Fading Effects of CEO Assertiveness and Charisma on Market Performance federico Aime, Associate Professor, William s. spears Chair of Business Administration, spoears school of Business, Pennsylvania state University
As You Sow So Shall You Reap? Word-of-Mouth Spillovers in Seeding Campaigns yakov Bart, Assistant Professor of Marketing, d’Amore-McKim school of Business, northeastern University
Organisational (Dis) Identification, Reputation, And Stakeholders’ Reactions to Negative Events Jonathan Bundy, Assistant Professor of Management and Organisation, smeal College of Business, Pennsylvania state University
Underwriter Effort and Reputation Acquisition in Primary Equity Markets Walid y. Busaba, Associate Professor of finance, ivey Business school at Western University
Is Corporate Reputation a Buffer or a Lightning Rod? How Character and Capability Influence Reactions to Negative Events donald Conlon, eli Broad Professor of Management, eli Broad College of Business, Michigan state University
The Evolution of Celebrity Entrepreneurs Kevin Curran, doctoral candidate, Cass Business school
Food for thought: Symposium attendees and guests at Corpus Christi College
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“A Deeper Relationship With Dining”: Authentic Organisational Experiences in PopUp and Underground Restaurants daphne demetry, research Associate, Oxford Universiy Centre for Corporate reputation
Transferring Celebrity from the CEO to the Organisation: An Exploratory Study laura d’Oria, doctoral candidate, University of tennessee
Organisational History and Reputation: A Perspective from the Field davis dyer, Co-founder and director, the Winthrop Group, inc.
Was Brandeis Wrong? Reputation and the Diffusion of Financial Innovations Cristie ford, Associate Professor and director, Centre for Business law; Peter A. Allard school of law, University of British Columbia
Do Women at the Top Still Shop? The Influence of Upper Echelon Member Gender on Strategic Investment Behaviour and The Moderating Effect of Reputation daniel l. Gamache, Assistant Professor, terry College of Business, University of Georgia
The Effect of Character and Capability Cues on Corporate Reputation and Product Value Evaluation: An Experimental Study Patrick Haack, Assistant Professor of Business ethics, strategy department, HeC lausanne, switzerland
The Situated Making of Historical Time, and Vice Versa tor Hernes, Professor of Organisation theory, Copenhagen Business school
Personal Lending Relationships stephen Karolyi, Assistant Professor, tepper school of Business, Carnegie Mellon University
The Organisational Shadow: Sources and Strategies david A. Kirsch, Associate Professor of Management and entrepreneurship, robert H. smith school of Business, University of Maryland
The Gender Gap Reversed: Gender and CEOs’ Original Severance Agreements felice Klein, Assistant Professor, school of Human resources and labor relations, Michigan state University
Market Basket: Anatomy of a Multi-Stakeholder Protest daniel Korschun, Associate Professor of Marketing and fellow of the Center for Corporate reputation Management and the Center for Corporate Governance, leBow College of Business, drexel University
Foiled Again: Reputation and Identity Development of the Referent Other don lange, Associate Professor, W. P. Carey school of Business, Arizona state University
Media Capture: How Inter-organisational Ties Shape Media Coverage Jun Ho lee, doctoral candidate, department of Business Administration, University of illinois at Urbana-Champaign
Big Wigs: The Reputations of UK Judges by Citation Analysis tim Hannigan, Assistant Professor of Organization theory and entrepreneurship, University of Alberta school of Business; formerly research fellow, Oxford University Centre for Corporate reputation
Playing the Gender Card: Shareholder Perceptions of Female Leadership Abbie Oliver, doctoral Candidate in strategic Management, terry College of Business, University of Georgia
Why Do We Interact with Others Online and What It Means for Companies Mikolaj Piskorski Professor of strategy and innovation, iMd
The Stuff of Legends: Material Memory, Mnemonic Practices, and Organisational Identity Work davide ravasi Professor of Management, Cass Business school; violina rindova, ralph B. thomas Professor in Business, department of Management, McCombs school of Business, the University of texas at Austin
Historicising in Organisations: The Micro-Processes of Using History in Carlsberg Group Majken schultz, Professor, department of Organisation, Copenhagen Business school; Mary Jo Hatch, C. Coleman McGehee eminent scholars research Professor of Banking and Commerce, emerita, University of virginia
Misconduct Risk Christina Parajon skinner, Associate in law, Columbia law school
The Facebook Genome Project: What Drives Engagement with Branded Social Media Content on Facebook? Andrew t. stephen, l’Oréal Professor of Marketing, saïd Business school, University of Oxford
Temporality and Bureaucratic Reputation in Standard Setting Organisations: A Historical Perspective JoAnne yates, sloan distinguished Professor of Management, Mit
Fraud and Emerging Market Participation Christopher B. yenkey, Assistant Professor of Organisations and strategy, the University of Chicago Booth school of Business
Celebrity or Infamy? The Consequences of Media Narratives about Organisational Identity Anastasiya Zavyalova, Assistant Professor of strategic Management, Jones Graduate school of Business, rice University
the full programme can be found on our website at www.sbs.oxford.edu/reputation under “events”.
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‘Making sense of scandals: Purpose, Puzzles and Probabilities in Organisational Wrongdoing’for the past two years, the Centre has run short conferences prior to our annual reputation symposium. this year, it was “Making sense of scandals: Purpose, Puzzles and Probabilities in Organisational Wrongdoing”, which highlighted an area of great interest to reputation scholars, and built on the positive reaction to the opening panel of last year’s reputation symposium on “What do scandals Accomplish…?”. it is also at the heart of a paper on the 2009 UK MPs’ expenses scandal, which our research fellow tim Hannigan has been developing with international research fellows Joe Porac, scott Graffin et al.
• tim Hannigan and research fellow Basak yakis-douglas, along with Joe Porac, put together a terrifically stimulating programme. it began with dinner at the Oxford Union, and a fascinating presentation from the disgraced former CeO of tyco, dennis Kozlowski, who spoke revealingly about his time caught in the media and judicial headlights. With the help of law professor Catherine neal, of the University of north Kentucky – whose book, taking down the lion, examines the facts of the case - we explained the power of mythmaking, the relationship between media, politics and the law in America, and the importance of competing reputations in the Kozlowski story. the morning of the scandals conference proper began with donald Palmer setting out a framework of the relationship between “wrongdoing” by organisations and the “social control agents” who identify that wrongdoing, how the boundaries of behaviour are set, and why more analysis is needed of that process.
• the second session explored patterns behind when scandalsgain traction and, importantly, when they don’t. robert entman’s paper “When scandals don’t Happen: How and Why Us elites Get Away with Malfeasance” developed ideas from his book scandal and silence, and presented a “cascading network activation model” that seeks to explain the non-scandals among Us political elites. By contrast, Aharon Cohen Mohliver’s fascinating overview of the trends in ethical misbehaviour sought to put scandals in a broader macro-economic context: how trangressions across a number of fields - from financial statements of firms, backdated stock options of directors, and students submitting plagiarised work - are more likely in boom times, with detection more likely as the economy falters. nicholas difonzo considered a number of questions arising from rumour research: what are the contexts and functions of scandal; what are the psychological antecedents and aims of scandal discussion; the factors that lead to accurate versus
distorted collective understandings of organisational wrongdoing surrounding scandals; and how might the reputational harm from scandal be most effectively mitigated?
• in a panel entitled “scandal dynamics and the Media”, dennis Gioia considered the case of Joe Paterno, the iconic football coach at Penn state University under whose oversight the Jerry sandusky child abuse scandal occurred; the process by which he went from being “a moral beacon” to a “moral disgrace”; and how previously underlying negative narratives were triggered once the opportunity arose. tim Hannigan presented a snapshot of his work on “the social Construction of scandal: the role of the Media in the 2009 British Parliamentary expense Affair”, how the application of sanctions evolved in relation to the way the story unfolded in the media, and the means by which big data text analysis tracks these relationships. His analysis was enhanced by the contribution from the Centre’s visiting fellow Jeff randall, who was editor-at-large of the daily telegraph during the period the paper published the story. violina rindova gave a talk that considered the role of media in the dynamics of scandals, and their cultural influence, a strand Marco Clemente’s paper, “Media Heterogeneity in response to a scandal in an Organizational field”, took on: it focused on how bias appears in the media in relation to the reporting of a scandal, in this case the Calciopoli football match-fixing scandal in italy in 2006. in this analysis, the increase in attention, and bias, as particular media align themselves with their audiences, has multiple impacts, including assisting in “contesting the idea of normative restoration post scandal”.
• for the final panel on “stigmatisation and repair”, Margarethe Wiersema presented work growing out of the precariousness of CeO positions: where once they could enjoy a long tenure, now 24 per cent of successions are due to dismissal. Her paper dwelt on how managing prior expectations buffers a CeO at a time of negative events and helps them manage stakeholders’ interpretations of “violations”. thomas roulet examined the contrasting perspectives of corporate customers and stakeholders in relation to investment banks, and how negative judgments in the media actually bolstered banks’ reputations among the former. Marvin Washington’s focus was institutional leadership action in reaction to scandal; namely, how far, and in what way, players within the nfl must transgress for sanctions to be applied; how normative forces, media coverage and the critical mass of incidents within a small window of time prompt institutional reaction.
the complete programme for the scandals conference can be found at www.sbs.ox.ac.uk/sites/default/files/CCr/docs/scandalsconference2015.pdf.
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international research fellows
Our international research fellows are leading academics specialising in reputation scholarship, who are affiliated with the research work of the Centre.
Professor Lisa Bernstein the law school, University of Chicago
Professor Steve Brammer Warwick Business school, University of Warwick
Professor Tom J. Brown spears school of Business, Oklahoma state University
Professor Ronald Burt Booth school of Business, University of Chicago
Professor Peter Dacin Queen’s school of Business
Professor Cynthia Devers eli Broad College of Business, Michigan state University
Professor DavidL. Deephouse University of Alberta school of Business
Professor Janet M. Dukerich McCombs school of Business, University of texas at Austin
Professor Grahame Dowling University of technology, sydney
Professor Kimberly D. Elsbach davis Graduate school of Management, University of California
Professor Nicole Gillespie University of Queensland Business school
Professor Scott Graffin
terry College of Business, University of Georgia
Professor Mary Jo Hatch University of virginia
Professor Dr Gregory Jackson freie Universität Berlin
Professor Michael Jensen University of Michigan
Professor Jonathan M. Karpoff foster school of Business, University of Washington
ProfessorBrayden King Kellogg school
of Management, northwestern University
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Professor Michael Barnett
Rutgers Business School
Professor Don Lange WP Careyschool of Business, Arizona state University
Dr Yuri Mishina imperial College Business school, london
ProfessorGuido Palazzo HeC Université de lausanne
ProfessorFrank Partnoy University of san diego school of law
Professor Mike Pfarrer terry College of Business, University of Georgia
Professor Tim Pollock smeal College of Business, the Pennsylvania state University
Professor Joseph Porac – stern school of Business, new york University
Professor Aseem Prakash University of Washington-seattle
Professor Mooweon Rhee yonsei University
Professor Violina Rindova McCombs school of Business, University of texas at Austin
Professor Roland Rust robert H. smith school of Business, University of Maryland
Professor Majken Schultz Copenhagen Business school
Professor Toby E. Stuart Haas schoolof Business, University of California, Berkeley
Professor David Vogel University of California, Berkeley
Professor Harrie Vredenburg Haskayne school of Business, University of Calgary
Professor William J. Wilhelm Jr. Mcintire school of Commerce, University of virginia
Professor Edward J. Zajac Kellogg school of Management, northwestern University
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Professor Christopher Kobrak esCP Europe
visiting fellows
We are honoured to have secured the services and support of visiting fellows from the highest echelons of government, industry, the media, the professions and other institutions.
Our visiting fellows have taken part in seminars, contributed to our teaching programmes, provided access to key personnel for the development of case studies, and have generously supported the work of the Centre in numerous other ways.
sameer Al Ansari
Baroness Amos
norman Askew
sir Brendan Barber
lionel Barber
John Barton
sir victor Blank
sir roger Carr
stephen Catlin
Peter Cawdron
stuart Chambers
Guy dawson
Hugo dixon
steve easterbrook
Philippa foster Back
sergey Generalov
Anthony Gordon lennox
Andrew Gowers
lord Grabiner
Andrew Grant
Anthony Habgood
Andrew K. Haste
Andy Hornby
Johannes Huth
Mary Jo Jacobi Jephson
lord Janvrin
lady Barbara Judge
frederick Kempe
Justin King
John Kingman
William lawes
Carol leonard
simon lewis
simon lorne
stefano lucchini
sir laurie Magnus
david Mansfield
david Mayhew
raymond G. nasr
torsten Oltmanns
sir John Parker
Mike d. Parker
roger Parry
sir John Peace
sir ian Prosser
sir Michael rake
Jeff randall
don robert
Manny roman
lord rose
roland rudd
robin saunders
dr Paolo scaroni
Professor dr Burkhard schwenker
sir Martin sorrell
robert W. A. swannell
John tiner
david tyler
lucas van Praag
sara Weller
Baroness Wheatcroft
david Wighton
Bob Wigley
John Witherow
Gerhard Zeiler
PrinCiPAl sUPPOrters
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Mark Warham
events and presentations
februaryOur senior research fellow rowena Olegario gave a talk entitled “reputation and Creditworthiness” at the Honour and the law Conference, University of leuven, Belgium.
Research Associate Daphne Demetry gave a seminar presentation: “Trust in the chef: authentic experiences and organizational trust in pop-up restaurants”.
AprilOur director rupert younger gave a talk on universities and reputation at the Building Universities’ reputation international Conference hosted by the University of navarra.
Eni Research Associate Gillian Brooks delivered a paper entitled “The News Identity Crisis” at the OFEL Conference on Governance, Management and Entrepreneurship in Dubrovnik.
May Corporate Affairs Academy – the first part of our programme for corporate affairs directors, with executive education at saïd Oxford.
Professional Services Firms and Reputation Workshop at Said Oxford.
Junereputation and executive leadership Programme – our invitation-only programme for corporate leaders run on behalf of executive education at Oxford saïd.
Gillian Brooks gave a paper: “Innovating the Industry: How Offline Interactions are Transforming and Legitimizing the Field of Online Media” at the International Symposium on Media Innovations in Brussels.
Our research fellow Jon MacKay gave a paper, “Observing Advantage: the role of Cognition in the Marketplace for syndicated loans”, at the xxxv sunbelt Conference of the international network for social network Analysis (insnA) in Brighton. He also delivered a paper, “leaders, factions, and networks of interests: Partisan infighting among House republicans”, at the Political networks 2015 conference in Washington, dC.
JulyAt the EGOS Colloquium in Athens, Gillian Brooks delivered a paper entitled “Digital natives: The creation and legitimation of online media organizations”; Research Fellows Basak Yakis-Douglas and Tim Hannigan gave a paper, “Rumors and Open Strategy”.
AugustBakis yakis-douglas and tim Hannigan presented a paper, “Product innovation rumors as forms of Organizational Openness”.
The Centre hosted a three-day Scandals Conference, “Making Sense of Scandals: Purpose, Puzzles, and Probabilities in Organizational Wrongdoing”.
septemberCorporate Affairs Academy – the second session of our programme for corporate affairs directors with executive education at saïd Oxford.
The Centre hosted our sixth annual Reputation Symposium over three days at Corpus Christi College.
OctoberJon MacKay gave a paper, “internationalization of the firm: the role of social Capital in fdi decisions”, at the AiB Mini-conference (“Breaking up the global value chain: Possibilities and consequences”) in Milan.
novemberRupert Younger took part in the Bloomberg Good Business Conference in London, joining a panel from government and business to discuss the proposition: “Are government policies helping or hindering business?”
decemberdaphne demetry gave a paper, “A deeper relationship with dining: Crafting Authentic Organizational experiences”, at the department of Business and Management, luiss University, rome.
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Awards and publications
Awardsvanitha swaminathan and Gillian Brooks*: Marketing science institute research Grant for “in Blogs We trust: the interplay of sentiment, Blogger, and Campaign Characteristics in influencing Consumers’ Purchase funnel”.
Centre for Corporate reputation annual awards: Best Publication, to y. sekou Bermiss, Brayden King and Edward Zajac for “Under Construction: How Commensuration and Management fashion Affect Corporate reputation rankings”, Organization science 25 (2) (http://pubsonline.informs.org/doi/abs/10.1287/orsc.2013.0852). Best dissertation: Jonathan Bundy, for “reputations in flux: examining How a firm’s Multiple reputations influence reactions to negative violation”.
Published Burt, R. S. “reinforced structural holes”. social networks.
David-Barrett, E., Okamura, K. “norm diffusion and reputation: the rise of the extractive industries transparency initiative”; Governance.
Hannigan, T. Bundy, J., Graffin, S., D., Wade, J., B., Porac, J. “the social Construction of scandal: the role of Media in the British Parliamentary expense Affair”; Academy of Management Proceedings.
Pollock, T. G., lee, P.M., Jin, K., lashley, K. “(Un)tangled: exploring the Asymmetric Coevolution of new venture Capital firms’ reputation and status”; Administrative science Quarterly (http://asq.sagepub.com/content/early/2015/04/28/0001839215585602.full).
Yakis-Douglas, B. and Hannigan, T. “Product innovation rumors as Contributors to Organizational Openness”; Academy of Management Proceedings (http://proceedings.aom.org/content/2015/1/17483.short).
ivens, s., Walsh, G., schaarschmidt M. “does Being reputable drive Customer equity? evidence from e-Commerce”. Proceedings of the international Conference on information systems (iCis). http://aisel.aisnet.org/icis2015/proceedings/eBizeGov/1/.
Whittington, r., Yakis-Douglas, B., and Ahn, K. “Wall street rewards CeOs Who talk About their strategy”; Harvard Business review.
Hannigan T. “Close encounters of the conceptual kind: disambiguating social structure from text”; Big data & society.
Younger, R. section in e-book Universities’ reputation; www.eunsa.es. Based on a paper delivered at the Building Universities’ reputation international Conference 2015, University of navarra.
Conference papers and seminarsBrooks, G. “the news identity Crisis”; Ofel Conference on Governance, Management and entrepreneurship.
Brooks, G. “innovating the industry: How Offline interactions are transforming and legitimizing the field of Online Media”; international symposium on Media innovations.
Brooks, G. “digital natives: the creation and legitimation of online media organizations”; eGOs Colloquium, Athens.
Brooks, G. “Contested Practices and Boundaries: Organizational identity in the field of Online Journalism”; strategic Management society Conference, denver.
Demetry, D. “A deeper relationship with dining: Crafting Authentic Organizational experiences”. department of Business and Management, luiss University, rome.
Hannigan, T., Yakis-Douglas, B. “rumours and Open strategy”; eGOs Colloquium, Athens.
Hannigan, T., Yakis-Douglas, B. “Product innovation rumors as forms of Organizational Openness”; Academy of Management, vancouver.
Olegario, R. “reputation and Creditworthiness”; Honour and the law Conference, University of leuven, faculty of law, Belgium.
MacKay, J. “leaders, factions, and networks of interests: Partisan infighting among House republicans”; Political networks 2015.
MacKay, J. “Observing Advantage: the role of Cognition in the Marketplace for syndicated loans”; xxxv sunbelt Conference of the international network for social network Analysis (insnA).
MacKay, J. “internationalization of the firm: the role of social Capital in fdi decisions”; AiB Mini-conference (Breaking up the global value chain: Possibilities and consequences); Milan, italy.
Yakis-Douglas, B., Angwin, d., Meadows, M. “Managing unique Acquisitions: the Practice of voluntary Communications deployment to reduce evaluative Uncertainty”; strategic Management society Conference, denver.
Yakis-Douglas, B., “Cheap talk? strategy Presentations as a form of Chief executive Officer impression Management”; seminar at Harvard Business school.
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forthcoming papers Anastasiya Zavyalova, Michael D. Pfarrer, rhonda K. reger, and timothy d. Hubbard.; “reputation as a Benefit and a Burden? How stakeholders’ Organizational identification Affects the role of reputation following a negative event”; Academy of Management Journal.
Gokhan ertug, Tamar Yogev, yonghoon G. lee, and Peter Hedström. “the Art of representation: How Audience-specific reputations Affect success in the Contemporary Art field”; Academy of Management Journal.
Michael L. Barnett and sohvi leih. “sorry to (not) Burst your Bubble: the influence of reputation rankings on Perceptions of firms”; Business & society.
William S. Harvey, timothy Morris, Milena Muller Santos. “reputation and identity conflict in management consulting”; Human relations.
Whittington, r., Yakis-Douglas, B., Kwangwon Ahn. “Cheap talk? strategy presentations as a form of chief executive officer impression management”; strategic Management Journal.
Yakis-Douglas, B., Angwin, d., Ahn, K., and Meadows, M. “Opening M&A strategy to investors: Predictors and Outcomes of transparency during Organizational transition”; long range Planning, special issue on Open strategy.
Whittington, r., Yakis-Douglas, B., Ahn, K., and Cailluet, l. “strategic Planners in More turbulent times: the Changing Job Characteristics of strategy Professionals, 1960-2003”; long range Planning.
forthcoming books and chaptersBrooks, G., Barwise, P. “the impact of C4 Privatisation on UK independent Production”; chapter in: What Price Channel 4?: A ‘Privatisation too far?’. eds. John Mair, richard tait, david lloyd and fiona Chesterton (suffolk: Abramis Publishing).
Brooks, G. “reputation formation”; in sAGe encyclopedia of Corporate reputation.
Hannigan, T. “Categories and reputation”; in sAGe encyclopedia of Corporate reputation.
MacKay, J. “network theory”; in sAGe encyclopedia of Corporate reputation.
Olegario, R. “Business History” and “Credit reporting”. entries in sAGe encyclopedia of Corporate reputation.
Olegario, R. the engine of enterprise Credit in America (HUP).
Yakis-Douglas, B. “Corporate disclosure”; in sAGe encyclopedia of Corporate reputation.
Working papersBarwise, P., Brooks, G. “‘it’s Who you Know’: How innovation Clusters form in Bath, Birmingham, Bristol and london”.
Brooks, G., Piskorski, M. “new Players, same Game? Understanding the role of Online influencers”.
Brooks, G., swaminathan, v. “in Blogs We trust: the interplay of sentiment, Blogger and Campaign Characteristics in influencing Consumers’ Purchase funnel”.
Brooks, G. “Creating legitimacy in the field of Online Journalism”.
Brooks, G., robinson, J., and turner, J. “lasting impressions: How MBA students Manage their reputation on instagram”.
Demetry, D. “routines as Packages: Performing structure and surprises”.
Demetry, D. “A deeper relationship with dining: Crafting Authentic Organizational experiences”.
Demetry, D. “Pop-up to Professional: Part-time entrepreneurship and evolving vocabularies of Motive”.
Demetry, D., desoucey, M. “Chefs, Cuisine, and Culinary Culture: implications for Organization theory and Work”.
Demetry, D., schifeling, t.”spanning for Authenticity: insights from the rise of Gourmet food trucks”.
noe, t. H., rebello, M. J., rietz, t. “Ownership, governance, and the brand-capital firm.”
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