Reputation and identity conflict in management consulting

This is the author accepted manuscript. The final version is available from SAGE Publications via the DOI in this record.Based on a case study of a large consulting firm, this paper makes two contributions to the literature on reputation and identity by examining how an organization responds when its identity is substantially misaligned with the experience and perceptions of external stakeholders that form the basis of reputational judgments. First, rather than triggering some form of identity adaptation, it outlines how other forms of identity can come into play to remediate this gap, buffering the organization’s identity from change. This shift to other individual identities is facilitated by a low organizational identity context even when the identity of the firm is coherent and strong. The second contribution concerns the conceptualization of consulting and other professional service firms. We explain how reputation and identity interact in the context of the distinctive organizational features of these firms. Notably, their loosely coupled structure and the central importance of expert knowledge claims enable individual consultants both to reinforce and supplement corporate reputation via individual identity work

Non-Consumptive Predator Effects Shape Honey Bee Foraging and Recruitment Dancing

Predators can reduce bee pollination and plant fitness through successful predation and non-consumptive effects. In honey bees, evidence of predation or a direct attack can decrease recruitment dancing and thereby magnify the effects of individual predation attempts at a colony level. However, actual predation attempts and successes are relatively rare. It was not known if a far more common event, just detection of a predator, could inhibit recruitment. We began by testing honey bees' avoidance of the praying mantis (Tenodera sinensis). Larger predators (later mantis instars, ≥4.5 cm in body length) elicited significantly more avoidance (1.3 fold) than smaller mantis instars. Larger instars also attempted to capture honey bees significantly more often than did smaller instars. Foragers could detect and avoid mantises based upon mantis odor (74% of bees avoided an odor extract) or visual appearance (67% avoided a mantis model). Finally, foragers decreased recruitment dancing by 1.8 fold for a food source with a live adult mantis, even when they were not attacked. This reduction in recruitment dancing, elicited by predator presence alone, expands our understanding of predator non-consumptive effects and of cascading ecosystem effects for plants served by an important generalist pollinator

Dialogism in Corporate Social Responsibility Communications: Conceptualising Verbal Interactions between Organisations and their Audiences

We conceptualise CSR communication as a process of reciprocal influence between organisations and their audiences. We use an illustrative case study in the form of a conflict between firms and a powerful stakeholder which is played out in a series of 20 press releases over a 2-month period to develop a framework of analysis based on insights from linguistics. It focuses on three aspects of dialogism, namely (i) turn-taking (co-operating in a conversation by responding to the other party), (ii) inter-party moves (the nature and type of interaction characterising a turn, i.e. denial, apology or excuse) and (iii) intertextuality (the intensity and quality of verbal interaction between the parties). We address the question: What is the nature and type of verbal interactions between the parties? First we examine (a) whether the parties verbally interact and then (b) whether the parties listen to each other. We find evidence of dialogism suggesting that CSR communication is an interactive process which has to be understood as a function of the power relations between a firm and a specific stakeholder. Also, we find evidence of intertextuality in press releases by six firms which engage in verbal interaction with the stakeholder. We interpret this as linguistic evidence of isomorphic processes relating to CSR practices resulting from the pressure exerted by a powerful stakeholder. The lack of response by ten firms that fail to issue press releases suggests a strategy of ‘watch-and-wait’ with respect to the outcome of the conflict