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Using reputation measurement to create value: an analysis and integration of existing measures

Money, K. and Hillenbrand, C. ORCID: (2006) Using reputation measurement to create value: an analysis and integration of existing measures. Journal of General Management, 32 (1). pp. 1-12. ISSN 0306-3070

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To link to this item DOI: 10.1177/030630700603200101


A large body of academic literature is concerned with the conceptualisation and measurement of Corporate Reputation. However, it is not clear how different conceptualisations interact, complement or conflict with each other. Moreover, the theoretical rigour of individual models of Reputation is not always clear. In recent years, there has been a call for a theoretical development to provide a framework that can be used to identify the scope and potential utility of different Reputation measures. This paper answers this call by providing a theoretical framework that integrates literature analysing Reputation as a concept that resides in individuals' perceptions, cognitions and actions towards an organisation with literature that places Reputation as a key part of the strategic thinking of an organisation. Existing measures of Reputation are then placed within this theoretical framework and discussed at both the perceptual and strategic level. The results show that different measures seem complementary and based upon similar conceptual assumptions. The framework allows organisations to understand the utility of different Reputation measures and provides an approach by which reputation can be managed to create value.

Item Type:Article
Divisions:Henley Business School > Marketing and Reputation
ID Code:22841

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