Changing organizational reputation in management consulting

Despite a growth of work on building, managing and rehabilitating organizational reputation, we know relatively little about how organizations can effectively change their reputations. Through studying the case of a global management consulting firm, we show how firms with positive reputations can change their reputations despite resistance from different stakeholders. We find that particular organizational factors comprising of legitimated expertise, relevant celebrity and strong relationships as well as institutional conditions such as the knowledge of clients, competition environment and firm history can enable organizations to change their reputations. A significant contribution of this paper is to show how firms with established reputations can overcome the burden of reputation stickiness through satisfying certain organizational factors and institutional conditions

Changing organisational reputation in management consulting

Despite a growth of work on building, managing and rehabilitating organizational reputation, we know relatively little about how organizations can effectively change their reputations. Through studying the case of a global management consulting firm, we show how firms with positive reputations can change their reputations despite resistance from different stakeholders. We find that particular organizational factors comprising of legitimated expertise, relevant celebrity and strong relationships as well as institutional conditions such as the knowledge of clients, competition environment and firm history can enable organizations to change their reputations. A significant contribution of this paper is to show how firms with established reputations can overcome the burden of reputation stickiness through satisfying certain organizational factors and institutional conditions

Diverging experiences of work and social networks abroad: Highly-skilled British migrants in Singapore, Vancouver and Boston.

This is the author accepted manuscript. The final version is available from Routledge via the link in this record.This chapter analyses the work and social networks of British migrants working in Singapore, Vancouver and Boston. We show that their experiences of working and networking with other migrants varied markedly, despite the fact that they had similar education, professional and social backgrounds. This is important because when priorities of work and socialization abroad are not uniform, institutional approaches to engaging with these groups needs to be tailored to their needs. We provide insights into how governments and organizations may more effectively attract, retain and engage with highly-skilled migrants

Managing multiple and conflicting reputations in global organizations

This is the final version. Available on open access from the Academy of International Business via the DOI in this recordLeaders need to consider how to manage multiple and conflicting reputations in global organizations. There are three interrelated sets of inputs to consider. First, relational factors such as an organization’s past activities and wider threats. Second, antecedents such as stakeholder experiences, organizational actions and third-party reporting. Third, intermediaries such as popular, mass and social media. Leaders of global organizations can manage multiple and conflicting reputations in several ways. First, by addressing what is salient for stakeholders alongside what organizations consider as salient. Second, balancing compromise with intransigence to build trust with stakeholders. Third, managing brand, communication and public relations activity from headquarters as a networked hub. Fourth, connecting activities between its past and present as well as with its planned future global activities

Lens or prism? How organisations sustain multiple and competing reputations

Purpose: This paper challenges singular definitions, measurements and applications of corporate reputation which tend to be reductionist. We rebuff such narrow representations of reputation by showing the multiplicity of reputation in the case of a global management consulting firm and demonstrate how it has sustained such reputations. Design/methodology/approach: Using a large cross-country qualitative case study based on interviews, focus groups, non-participant observations, workshops and a fieldwork diary, dimensions of reputation are highlighted by drawing on perceptions from multiple stakeholder groups in different geographies. Findings: We find significant differences in perceptions of reputation between and within stakeholder groups, with perceptions changing across dimensions and geographies. Originality/value: The theoretical implications of the research indicate a plurality of extant reputations, suggesting that a prism is more suited to representing corporate reputation than a singular lens-like focus which is too narrow to constitute reputation. This paper offers theoretical and practical suggestions for how global firms can build and sustain multiple and competing corporate reputations

Intermediaries and destination reputations: Explaining flows of skilled migration

This is the author accepted manuscript. The final version is available from Taylor & Francis via the DOI in this record.Governments have increasingly commercialised their migration services, which has fuelled a mushrooming migration industry creating a ripe context for the central role of migration intermediaries . It is therefore timely to explore the new actors responsible for shaping contemporary flows of skilled migration. Drawing on the work of existing studies and a wide variety of secondary data, we argue that the range of intermediaries who have emerged as a result of the commercialisation process, have been poorly understood in the skilled migration and migration industries literatures . Discussion of these actors sheds important theoretical light on how intermediaries, destination reputations and skilled migration flows intersect. Accordingly, we outline six propositions that identify the interconnected relationship between migration intermediaries, reputation and skilled migration flows

Tough and kind leadership among the Konyaks of Nagaland

This is the author accepted manuscript. The final version is available from Emerald via the DOI in this recordDesign/methodology/approach For centuries, the villages of the principal Konyak kingdoms in Nagaland raided each other to take the heads of men, women and children in ritualised hostilities. Originally to bring fertility and good harvests, this practice evolved almost exclusively into an expression of power and success. One of the authors spent three weeks in January 2020 living in a Konyak village learning about leadership from the last surviving face-tattooed warriors, once successful headhunters. Purpose The paper looks at the practices within the principal Konyak kingdoms in Nagaland, and how leaders in other cultural contexts can learn from reconciling tough and kind forms of leadership. Findings We found a servant leadership culture based on kindness and collaboration, in some ways at odds with the brutal tradition associated with their society. Framing this compassionate leader and follower relationship is the concept of matkapu, or standing for the truth of things. Practical implications We explore whether contemporary organisations looking to sustain operational excellence and wellbeing, and often seeking to balance the needs of different stakeholders, can learn from the Konyaks based on centuries of continual conflict and volatility

Educating Incarcerated Professionals: Challenges and Lessons from an Extreme PhD Context

This is the final version. Available on open access from SAGE Publications via the DOI in this recordThis essay outlines a unique set of challenges that we confronted as a PhD supervisor and candidate, drawing on a research project within a United States Federal Prison. We elicit the challenges that can be faced at different stages before, during and after fieldwork, and share three lessons for others. First, exploring unique phenomena and processes often requires conducting research in extreme empirical contexts, which while challenging, helps to establish the boundaries within which other archetypes can be studied. Second, educating incarcerated individuals is a challenge and an opportunity, and requires creative approaches that can transcend work, family and social boundaries. Finally, while it is tempting for supervisors and candidates to embark on PhDs for instrumental purposes, helping to support and develop each other should be the core motivation. We hope that others can learn from our experience and reflect on and share more widely their own experiences and practices

Building internal reputation from organisational values

This is the author accepted manuscript. The final version is available from Palgrave Macmillan via the DOI in this recordThe paper enhances micro-cognitive understandings of how organisational values can build internal reputation. Drawing-on a multi-method case study of a private hospital in Malaysia, we show the process of how values are internalised within organisations. We illustrate how different internal actors are important for embedding organisational values at various stages, and show the interplay between them. We show leaders are important for role modelling and engaging, managers are important for embedding and reinforcing, and employees are important for empowering and reciprocating. We argue that in order for values to be internalised, leaders, managers and employees need to effectively create, communicate and enact those values. Rather than values being imposed by a single dominant internal actor, we show that they can be diffused by internal stakeholders at different hierarchical levels. We find that the internalisation of organisational values helps to form positive perceptions of the values and creates individual behaviours that correspond to those values. While the literature has focused on what dimensions and which stakeholders influence reputation building, we show how micro-cognitive processes build internal reputation from organisational values

A randomised trial of an internet weight control resource: The UK Weight Control Trial [ISRCTN58621669]

BACKGROUND: Obesity treatment is notoriously unsuccessful and one of the barriers to successful weight loss reported by patients is a lack of social support. The Internet offers a novel and fast approach to the delivery of health information, enabling 24-hour access to help and advice. However, much of the health information available on the Internet is unregulated or not written by qualified health professionals to provide unbiased information. The proposed study aims to compare a web-based weight loss package with traditional dietary treatment of obesity in participants. The project aims to deliver high quality information to the patient and to evaluate the effectiveness of this information, both in terms of weight loss outcomes and cost-effectiveness. METHODS: This study is a randomised controlled trial of a weight loss package against usual care provided within General Practice (GP) surgeries in Leeds, UK. Participants will be recruited via posters placed in participating practices. A target recruitment figure of 220 will enable 180 people to be recruited (allowing for 22% dropout). Participants agreeing to take part in the study will be randomly allocated using minimisation to either the intervention group, receiving access to the Internet site, or the usual care group. The primary outcome of the study will be the ability of the package to promote change in BMI over 6 and 12 months compared with traditional treatment. Secondary outcomes will be the ability of the Internet package to promote change in reported lifestyle behaviours. Data will be collected on participant preferences, adherence to treatment, health care use and time off work. Difference in cost between groups in provision of the intervention and the cost of the primary outcome will also be estimated. CONCLUSION: A positive result from this study would enhance the repertoire of treatment approaches available for the management of obesity. A negative result would be used to inform the research agenda and contribute to redefining future strategies for tackling obesity