An Academic Perspective on Reputation…, by Yuri Mishina, Assistant Professor of Organisational Behaviour/Strategy, Imperial College London
What is it?
What we know
What we think
What we don’t know
• Studied by lot of different disciplines
• Used to mean different things
• A lot of different and related literatures
...so what is reputation?
– Being known
– Being known for something
– Generalized favourability
• Benefit of the doubt/credibility
• More attractive for joint ventures
• Perceived as a less risky investment
• Greater market dominance
• Higher accounting performance
• Can protect you when bad things happen
A good reputation can be useful...
• Good reputations can also hurt:
– Targeting by activists
– Higher expectations
• Downsizing hurts reputation, even when analysts
• People see and focus on different things
• Rankings recreate rankings
• Most work has been on “good” reputations
• Most work on Fortune’s Most Admired Companies
• A lot of work is theoretical
• Anticipatory impression management can help
• Two different types of reputations...
– Reputations may grow and decline in different
– Different tactics might help for different types
• Cross-level effects
• Bad reputations
• Unintended consequences
• Audience effects
• Cognitive and psychological effects
• Reputation versus reality
• Industry, firm, executives
• Coherence across levels
• Lasting effects?
• Building versus repairing?
• Damaging or constraining nature of good
• Beneficial or enabling nature of bad
• Coherence vs. disagreement within
and across audiences
• Power and politics
• Associations between cues and evaluations
• Cognitive evaluations vs. emotional reactions?
• When are reputations tightly coupled with reality?
• When are reputations very different from reality?
• What can be done to decrease or increase this
• Does reputation matter in all situations?
• How much do reputations matter?
• How much should you spend to improve a