Media Reputation as a Strategic Resource: An Integration of Mass Communication and Resource-Based Theories

By David L. Deephouse. 2000

1,718 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7fd0f3dbdbc0401bdc3a2b8d7306788fa144815a

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Citations in the corpus

Unraveling the mechanisms of reputation and alliance formation: : A study of venture capital syndication in China (2014, neutral): “Deephouse DL. 2000.”
Legitimacy, Visibility, and the Antecedents of Corporate Social Performance: An Investigation of the Instrumental Perspective (2011, background): “Second, like reputational capital (e.g., Deephouse 2000; Fombrun, Gardberg, & Barnet, 2000), moral capital can become a sustainable competitive advantage to a firm because it often takes a number of years to develop (Dierickx & Cool, 1989); therefore it is difficult to imitate or substitute…”
Linking corporate social responsibility to corporate reputation: A study on understanding behavioral consequences (2012, background): “The theory views reputation as a unique resource not only because it is hard to be imitated and highly causally ambiguous (Deephouse, 2000; Roberts and Dowling, 2002), but also for the reason that it reduces the uncertainty for stakeholders by signaling positive attributes of the companies such as…”
Value Priorities as Combining Core Factors Between CSR and Reputation – A Qualitative Study (2006, background): “Reputation has often been defined as the most important competitive advantage that companies can have (Deephouse, 2000; Fombrun, 1996, 1998).”
Why Do Firms Use Franchising as an Entrepreneurial Strategy?: A Meta-Analysis (2003, background): “A key franchisor input is brand name reputation, which has been found to be an important source of competitive advantage in other settings (e.g.,Deephouse, 2000).”
Venture Capitalists as Catalysts to New Venture Internationalization: The Impact of Their Knowledge and Reputation Resources (2009, neutral): “A reputation can help a firm contract with these exchange partners through allowing the firm to lower costs, increase prices, and create competitive barriers (Deephouse, 2000).”
Bringing Out Charisma: CEO Charisma and External Stakeholders (2006, background): “The latter are interested observers (e.g., media, stock analysts) who participate in the social construction of organizational and CEO images (Chen & Meindl, 1991; Deephouse, 2000; Meindl & Thompson, 2004; Rindova & Fombrun, 1998).”
Legitimating Nascent Collective Identities: Coordinating Cultural Entrepreneurship (2011, background): “Cultural intermediaries have been shown to play a crucial role in authorizing the claims made by collective identity members and in shaping the perceptions of other external audiences such as the general public and the members of other collective identities (e.g., Deephouse 2000).”
Analyzing Analyst Research: A Review of Past Coverage and Recommendations for Future Research (2018, background): “Incorporating the role and influence of the media seems highly appropriate given our knowledge of how the media affects corporate strategy and governance as well as CEO evaluation (e.g., Bednar, Boivie, & Prince, 2013; Deephouse, 2000; Hayward, Rindova, & Pollock, 2004).”
Issue News and Corporate Reputation: Applying the Theories of Agenda Setting and Issue Ownership in the Field of Business Communication (2006, background): “Their focus on the amount and the tone of news recurs in two other studies on the effects of news on reputation (Verčič, 2000; Wartick, 1992) and in a study on the effects of news on return on average assets (Deephouse, 2000).”
Portfolio Entrepreneurship in Family Firms: A Resource-based Perspective (2011, background): “Consequently, it has received considerable scholarly attention (Fombrun and Shanley, 1990; Deephouse, 2000; Pfarrer, Pollock, and Rindova, 2010).”
Exploring the role of dynamic capabilities in firm performance under the resource-based view framework (2014, background): “VRIN resources are measured using three items: specialized know how (Amit & Schoemaker, 1993; Leonard-Barton, 1992; Tsai & Ghoshal, 1998), firm reputation (Aaker, 1991; Deephouse, 2000; Gulati, 1998; Hitt, Bierman, Shimizu, & Kochhar, 2001; Obloj & Capron, 2011; Parkhe, 1993) and cooperative allianc”