Character, Conformity, or the Bottom Line? How and Why Downsizing Affected Corporate Reputation

By E. Love, Matthew S. Kraatz. 2009

405 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/68ccbb559e86ea445c83696a4e8279e4ae02958e

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Citations in the corpus

Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies (2018, background): “While it is plausible in some situations that a CEO single-handedly arrives at the decision to downsize, there is abundant evidence for socio-political challenges that accompany such controversial decisions, including financial uncertainty, perceived fear of opposition from firms’ constituents, laws”
The moderating influences on the relationship of corporate reputation with its antecedents and consequences: A meta-analytic review (2015, background): “One widely researched area is the relationship of corporate reputationwith its antecedents and consequences (Fombrun & Shanley, 1990; Love & Kraatz, 2009).”
A Burden of Responsibility: The Role of Social Approval at the Onset of a Crisis (2014, background): “In addition to these more deliberate and analytical assessments, some scholars have begun to investigate evaluators’ more intuitive and affective perceptions of an organization (e.g., Deephouse, 2000; Highhouse, Broadfoot, Yugo, & Devendorf, 2009; Love & Kraatz, 2009; Raithel & Schwaiger, in press).”
The Impact of Four Types of Corporate Social Performance on Reputation and Financial Performance (2015, background): “Although a number of studies have addressed corporate reputation from this perspective in the management literature (e.g., Deutsch and Ross 2003; Rindova et al. 2005; Love and Kraatz 2009), few empirical studies have examined the impacts of these beliefs simultaneously, or identified the relationshi”
Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival (2017, background): “…of reputation as a meta-resource is consistent with studies in mature markets showing that reputation can help a firm realize the potential of its other resources (e.g. Dollinger, Golden, and Saxton, 1997; Stuart et al., 1999; Turban and Cable, 2003; Love and Kraatz, 2009; Stern et al. , 2014).”
Company reputation and the cost of equity capital (2014, neutral): “…(2005), Anderson and Smith (2006), Luo and Bhattacharya (2006), Luo and Donthu (2006), Kalaignanam et al. (2007), King (2008), Chen et al. (2009), Love and Kraatz (2009), Still and Strang (2009), Mishina et al. (2010), Pfarrer et al. (2010), Surroca et al. (2010), and Philippe and Durand (2011).”
From Doing Good to Looking Even Better: The Dynamics of CSR and Reputation (2019, background): “…types of CSR on corporate reputation, notably where negative actions damage reputation such as accidents (Zyglidopoulos, 2001), downsizing or layoffs (Kraatz & Love, 2006; Love & Kraatz, 2009; Zyglidopoulos, 2004, 2005), and product quality (Rhee & Haunschild, 2006; Straw & Epstein, 2000).”
Asset Divestment as a Response to Media Attacks in Stigmatized Industries (2014, background): “We argue that asset divestment from the stigmatized industry signals to expert journalists, investors, and the public that the firm is determined to streamline its activities, refocus on more acceptable pursuits, and manage its long-term reputation (Love and Kraatz, 2009).”
Organizational Reputation: A Review (2011, background): “This conceptualization is also one part of the multidimensional definitional frameworks offered by Fischer and Reuber (2007), Love and Kraatz (2009), and Rindova et al. (2005).”
A Tale of Two Assets: The Effects of Firm Reputation and Celebrity on Earnings Surprises and Investors' Reactions (2010, methodology): “…firm’s reputation using the rankings in Fortune’s “Most Admired Companies” (e.g., Basdeo, Smith, Grimm, Rindova & Derfus, 2006; Fombrun & Shanley, 1990; Love & Kraatz, 2009; Roberts & Dowling, 2002), as well as the Wall Street Journal/Harris Interactive “Corporate Reputation” list (Gardberg &…”
Reputation as a Benefit and a Burden? How Stakeholders’ Organizational Identification Affects the Role of Reputation Following a Negative Event (2016, background): “In the same vein, in a study of America’s Most Admired Companies, high-reputation firms experienced less of a loss of social approval compared to other firms following downsizing (Love & Kraatz, 2009).”