Accessibility navigation


Shame on who? The effects of corporate irresponsibility and social performance on organizational reputation

Nardella, G., Brammer, S. and Surdu, I. (2019) Shame on who? The effects of corporate irresponsibility and social performance on organizational reputation. British Journal of Management. ISSN 1467-8551 (In Press)

[img] Text - Accepted Version
· Restricted to Repository staff only
· The Copyright of this document has not been checked yet. This may affect its availability.

534kB

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

Abstract/Summary

This study examines the relationship between corporate irresponsibility, corporate social performance and changes in organizational reputation. By combining attribution theory with expectancy violations theory, we provide the first systematic analysis of how organizational reputations are influenced by attributions of corporate irresponsibility in the context of social expectations. Drawing on a comprehensive and unique corporate irresponsibility dataset, this study reveals that firms previously believed to be most socially responsible are penalized by evaluators when corporate culpability is verified by a court of law. Conversely, firms perceived as least socially responsible were more likely to suffer reputation penalties when accused of irresponsibility, without their culpability established through litigation. Overall, the results of our study suggest that organizational reputations are mostly stable in light of irresponsibility, in that evaluators only penalize certain firms, in certain circumstances. Specifically, reputation penalties occur when highly responsible firms are perceived hypocritical and least responsible firms were not found culpable by a court of law. Upon reflection of these findings, our study reveals that the mechanisms of social sanction previously assumed to regulate irresponsibility are weaker than currently understood. Theoretical and policy implications of this study are discussed, along with directions for future research on social evaluations.

Item Type:Article
Refereed:No
Divisions:Henley Business School > International Business and Strategy
ID Code:83162
Uncontrolled Keywords:corporate irresponsibility, organizational reputation, attribution theory, social evaluations
Publisher:Wiley

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation