An organizational impression management perspective on the formation of corporate reputations

Researchers have only recently turned their attention to the study of corporate reputation. As is characteristic of many early areas of management inquiry, the field is decidedly multidisciplinary and disconnected. This article selectively reviews reputation research conducted mainly during the past decade. A framework is proposed that views reputation from the perspective of organizational impression management. Corporations are viewed as social actors, intent on enhancing their respectability and impressiveness in the eyes of constituents

The impact of bundles of strategic human resource management practices on the performance of European firms

The relationship between HRM practices and perceived firm performance was analyzed in 3,281 firms located in European Union countries using data derived from the Cranet data set. A factor analysis of 80 different HRM practices resulted in 15 bundles of HRM practices which were then further categorized as being either “calculative”, “collaborative” or “intermediary”. While controlling for contingency factors, firm strategy, firm size, market conditions and degree of unionization, as well as controlling for industry and country, the resulting analysis indicates that while five of the six calculative practices and two of the three intermediary practices have a significant impact on performance none of the six collaborative practices has. Significantly it was further noted that the overall effect of HRM on performance was relatively modest