Reputational Risk

 
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Why Supervisors Are the Keys to Preventing Employee Misconduct

Idea posted: October 2021
  • CSR & Governance
  • Leadership & Change
  • Operations

The role of supervisors in enabling or preventing employee misconduct is greater than the role of executives or the impact of other factors related to the firm. 

Idea #804
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Why Performance Improvements Don’t Lead to Higher Trust

Idea posted: April 2020
  • Leadership & Change
  • Marketing
  • Operations
Institutions: Henley Business School

Although a health care organization improved its services significantly, and its reputation as a result, key stakeholders continued to mistrust the organization. A research study based on in-depth interviews revealed the disconnect between transactional-driven reputation and relational-driven trust.

Idea #761
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Photo by Joshua Hoehne on Unsplash

Why Performance Improvements Don’t Lead to Higher Trust

Idea posted: January 2020
  • Leadership & Change
  • Marketing
  • Operations
Institutions: Henley Business School

Although a health care organization improved its services significantly, and its reputation as a result, key stakeholders continued to mistrust the organization. A research study based on in-depth interviews revealed the disconnect between transactional-driven reputation and relational-driven trust.

Idea #761
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Global CFOs: Facing Growing Data Security Threats

Idea posted: October 2018
  • Operations

Companies are increasing their efforts to combat data security breaches, a growing problem around the world according to a recent global survey of CFOs. 

Idea #717
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Source: Pixabay

Who’s Influencing Your Stakeholders?

Idea posted: February 2018
  • Marketing
  • Operations
Institutions: Henley Business School

Third party influence can have a major impact on a company’s reputation. By replacing the traditional company-centric communication strategy, a new stakeholder-centric Channel Strategy Model helps companies understand stakeholder perspectives that are outside the companies’ sphere of experience — and opens up new avenues of indirect communication.

Idea #691
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Do Good

Book Published: November 2017
  • Marketing
  • Strategy
  • Operations
  • Learning & Behaviour
Authors: Anne Bahr Thompson

As the author recognizes " 'doing good' conjures up images of idealism and altruism which translates to self-sacrifice and not making a profit" in most people's minds. But in a world where 'purpose' is increasingly being seen as, if not an equal, but a second serious consideration alongside 'profit' , the importance of brand, both internally to attract and retain talent, and externally to attract and retain customers, is ever more critical.

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Sugar Factory with clean vapor emission, Minas Gerais, Brazil, 2007 (Source: Wikimedia Commons)

Meeting Sustainability Priorities in Competitive Operational Strategies

Idea posted: August 2016
  • Strategy
  • CSR & Governance
  • Operations

Environmental and social sustainability priorities can be integrated with traditional priorities to varying degrees. Companies competing on innovation, for example, are more open to environmental and social sustainability than companies competing on price. Yet for all companies, environmental and social sustainability priorities play an increasingly greater role in their success.

Idea #618
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Hands with flowers

Collaborate with Suppliers to Ensure Green Practices in the Supply Chain

Idea posted: August 2016
  • CSR & Governance
  • Operations

A new study shows that collaborating with suppliers, rather than just monitoring them, is more effective in ensuring that they are engaging in green and sustainable practices. Internal non-coercive drivers (for example, pressure from top management rather than government regulators) encourage buyer/supplier collaboration. 

Idea #617
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High-wire performer, South Korea, 2006 (Source: Wikimedia Commons)

Effective Risk Management to Secure Change and Growth

Idea posted: May 2016
  • CSR & Governance
  • Operations

Opponents of quantitative risk management models believe these models are counterproductive: they inhibit companies from taking calculated chances without preventing major mistakes (see the 2008 economic crisis). A new study of seven successful companies shows that when complemented by rigorous qualitative risk management practices and expanded roles for risk managers, quantitative models enhance rather than inhibit a company’s innovation and initiative.

Idea #604
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System change not climate change', 2009, UN climate talks in Copenhagen. Photo: kris krüg via Flickr (CC BY-NC-ND).

How Social Movements Spark Corporate Social Responsibility Initiatives

Idea posted: April 2016
  • CSR & Governance
  • Marketing
  • Operations

Social movements change society’s expectations of a company, as well as influence the thinking and values of individuals in that company. Under ideological pressure from diverse categories of external and internal stakeholders, the company responds with a corporate social responsibility agenda. 

Idea #603
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