Corporate reputation past and future: a review and integration of existing literature and a framework for future research

The concept of corporate reputation is steadily growing in interest among management researchers and practitioners. In this article, we trace key milestones in the development of reputation literature over the past six decades to suggest important research gaps as well as to provide contextual background for a subsequent integration of approaches and future outlook. In particular we explore the need for better categorised outcomes; a wider range of causes; and a deeper understanding of contingencies and moderators to advance the field beyond its current state while also taking account of developments in the macro business environment. The article concludes by presenting a novel reputation framework that integrates insights from reputation theory and studies, outlines gaps in knowledge and offers directions for future research

Sensemaking, sensegiving and absorptive capacity in complex procurements

This study explores and describes i) the nature of knowledge exchange processes at the frontline employee (FLE) level and ii) how FLE sensemaking processes affect buyer firm knowledge management practices in complex procurement contexts. The study utilizes an in-depth case analysis in the mining industry to identify a taxonomy of four buyer sensemaking investment/supplier collaboration profiles, to describe three sensegiving supplier roles (“confidence builders”, “competent collaborators”, and “problem-solvers”) and to explore how these evolve during complex procurement implementation. The study concludes with a conceptual model of the apparent linkages between sensemaking, sensegiving and buyer firm absorptive capacity in complex procurements. This study shows how micro-level (FLE) interactions influence macro-level knowledge integration (absorptive capacity) in the buyer firm. For managers, the study shows how the allocation of time and resources affects FLE-level knowledge exchange, with ultimate effect on buyer firm absorptive capacity

New Corporate Responsibilities in the Digital Economy

Theories that relate to digital technology and CSR have been dominated by online CSR communication and disclosure practices. Almost entirely absent in such CSR research is a consideration of new areas of responsibility that are emerging from digital technologies and related online communication platforms. We argue that responsibility in the use of digital technologies requires more than just legal compliance. We therefore ask what it means to be a responsible corporation in the digital economy? We then establish an extended agenda for responsibility in the digital economy by identifying potential areas of irresponsibility and highlighting new responsibilities related to, for example: use of consumer data; service continuation; control of digital goods, and; the use of artificial intelligence. In doing so, we address a need to theorize responsibilities derived from the use of technologies that have been previously silent in CSR literature or only tangentially discussed within the domain of CSR communication, even as they are a focus in other fields (especially legal compliance, or organizational performance)

CSR and the Frontline Context: How Social Programs Improve Customer Service

CSR activities such as charitable giving, environmental programs and ethical practices can motivate frontline employees. One of the key variables is organizational identification. CSR communicates values, and, if these values are consistent with a person’s own value system, it results in higher identification with the company. Employees who notice that consumers are fond of the company’s CSR activities will identify even more with the company. If CSR ranks high in their own personal value system and the value system of the consumer as well, they find common ground for conversations beyond immediate business talk. CSR can be an icebreaker in conversations with customers. Once service employees find out that customers share their passion for social or environmental causes, it creates a bond that is highly motivating. They become more confident that they know what the customers want. They are more motivated to serve those customers when they see that both of them care about the same sorts of things

Not all CSR initiatives are perceived equal: The influence of CSR domains and focal moralities on consumer responses to the company and the cause

Companies engage in corporate social responsibility (CSR) in various domains. As the current research establishes, consumers respond to these various domains in distinct ways, depending on the congruence of each domain with the consumer's predominant or focal morality. Two experimental studies involving 1207 consumers—obtained from a single-country sample in Study 1 and a cross-national sample in Study 2—reveal that exposing autonomy-oriented consumers to ethics-based CSR, or purity-oriented consumers to environment-based CSR, leads to more favorable pro-company responses (i.e., attitudes toward the company) and pro-society responses (i.e., intentions to donate money and volunteer for the cause). However, the hypothesized congruence mechanism does not hold when community-oriented consumers are exposed to community-based CSR. These findings suggest that congruence between the CSR domain addressed by the company and the focal morality embraced by consumers can predict consumer responses to CSR. Furthermore, the findings provide practitioners with insights into how to communicate their CSR activities to different consumer targets, in ways that enhance both business returns and societal impacts

Corporate social responsibility, customer orientation, and the job performance of frontline employees

A study involving a Global 500 company finds that frontline employees’ perceptions of corporate social responsibility (CSR) can contribute to their customer orientation (self-rated) and objective job performance (supervisor-rated) by activating social identification processes. Employees identify with the organization based in part on the extent to which CSR is supported by salient and job-relevant others both internal and external to the organization. Looking internally, employees identify with the organization to the extent that they perceive management to support CSR. Looking externally, employees can identify with customers (called employee-customer identification) to the extent they perceive customers to support the company’s CSR. Both effects are enhanced when employees feel CSR is an important (versus non-important) part of their self-concept. Organizational identification directly drives job performance while employee-customer identification contributes to job performance through its effects on organizational identification and customer orientation.Corporate social responsibility, organizational identification, customer orientation, job performance