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Corporate image impression management
Public Relations Review, 24 (PR Bibliography): 17-18 ISSN: 0363-8111
Copyright 0 1998 by JAI Press Inc. AU rights of reproduction in any form reserved.
Corporate Image Impression Management JOURNALS Benoit, William L. “Image Repair Discourse and Crisis Communication,” Public RelationsRepivv23n2, pp. 177-186, Summer 1997. Argues that the theory of image restoration discourse is a viable approach for use in developing and understanding messages that respond to corporate image crises. Develops a typology of image restoration strategies that includes: denial, evasion of responsibility, reducing offensiveness of event, corrective action, and mortification. Recommends development of crisis plan that includes prioritizing audiences vis-a-vis differing strategies and messages.
Stanwick, Peter A.; Stanwick, Sarah D. “An Empirical Examination of the Relationship Between the Background Characteristics of the CEO and Overall Corporate Reputation,“Joumal ofBz&ess Stmte~ies, 1714112, pp. 141-155, Fall 1997. Studied age, tenure with company, and functional background in relation to company’s reputation. Found that CEO’s functional background was positively related to the reputation of the corporation. For years 1990-94, found that age and tenure had an inverse relation to reputation, but that for organizations changing CEOs during that time, there was a positive relationship. Suggests that firms with younger CEOs who had less vested in the firms were more positively associated with firm reputation.
Rawwas, Mohammed Y. A.; Strutton, David. ‘The Lights Used to be Brighter There: Market-Driven Strategies for Rehabilitating the Retail Trading Areas of Mid-Sized Cities,” Jmmal of Business St-rate&es, v14n1, pp. 47-70, Spring 1997. Maintains that key national decision-makers seem ready to say goodbye to the historical downtown core of cities, including points of commerce, entertainment, and political
1998
17
Public Relations Review
activity. Says such an outcome would affect all urban activities. A framework for revitalization was tested and actionable recommendations put forward. Within suggestions were that the significance of “old-fashioned values” be played up to carve out a position of strength in rebuilding downtown area image. Also, an overall strategy should be developed among businesses, not leaving it to one business to try to recreate an appropriate image.
Wiltiams, Sheryl L.; Moff%t, Mary Anne. “Corporate Image as an Impression Formation Process: Prioritizing Personal, Organizational, and Environmental Audience Factors,” of Public Relations Research v9n4, pp. 237-258, Winter 1997. Shows that, in contrast to long-held beliefs that corporate image is determined by the organization, image is also determined by environmental and personal factors in the audience. Maintains image formation is a complex impression formation process including the company’s overall reputation and the experiences of its many audiences. Provides statistical evidence that practitioners should consider the differential impact of Organization-controlled factors in image as well as Social, Personal and Business factors in audiences that cannot be clearly controlled by the organization.
18
Vol. 24
Copyright 0 1998 by JAI Press Inc. AU rights of reproduction in any form reserved.
Corporate Image Impression Management JOURNALS Benoit, William L. “Image Repair Discourse and Crisis Communication,” Public RelationsRepivv23n2, pp. 177-186, Summer 1997. Argues that the theory of image restoration discourse is a viable approach for use in developing and understanding messages that respond to corporate image crises. Develops a typology of image restoration strategies that includes: denial, evasion of responsibility, reducing offensiveness of event, corrective action, and mortification. Recommends development of crisis plan that includes prioritizing audiences vis-a-vis differing strategies and messages.
Stanwick, Peter A.; Stanwick, Sarah D. “An Empirical Examination of the Relationship Between the Background Characteristics of the CEO and Overall Corporate Reputation,“Joumal ofBz&ess Stmte~ies, 1714112, pp. 141-155, Fall 1997. Studied age, tenure with company, and functional background in relation to company’s reputation. Found that CEO’s functional background was positively related to the reputation of the corporation. For years 1990-94, found that age and tenure had an inverse relation to reputation, but that for organizations changing CEOs during that time, there was a positive relationship. Suggests that firms with younger CEOs who had less vested in the firms were more positively associated with firm reputation.
Rawwas, Mohammed Y. A.; Strutton, David. ‘The Lights Used to be Brighter There: Market-Driven Strategies for Rehabilitating the Retail Trading Areas of Mid-Sized Cities,” Jmmal of Business St-rate&es, v14n1, pp. 47-70, Spring 1997. Maintains that key national decision-makers seem ready to say goodbye to the historical downtown core of cities, including points of commerce, entertainment, and political
1998
17
Public Relations Review
activity. Says such an outcome would affect all urban activities. A framework for revitalization was tested and actionable recommendations put forward. Within suggestions were that the significance of “old-fashioned values” be played up to carve out a position of strength in rebuilding downtown area image. Also, an overall strategy should be developed among businesses, not leaving it to one business to try to recreate an appropriate image.
Wiltiams, Sheryl L.; Moff%t, Mary Anne. “Corporate Image as an Impression Formation Process: Prioritizing Personal, Organizational, and Environmental Audience Factors,” of Public Relations Research v9n4, pp. 237-258, Winter 1997. Shows that, in contrast to long-held beliefs that corporate image is determined by the organization, image is also determined by environmental and personal factors in the audience. Maintains image formation is a complex impression formation process including the company’s overall reputation and the experiences of its many audiences. Provides statistical evidence that practitioners should consider the differential impact of Organization-controlled factors in image as well as Social, Personal and Business factors in audiences that cannot be clearly controlled by the organization.
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