The Liability of Good Reputation: A Study of Product Recalls in the U.S. Automobile Industry

By Mooweon Rhee, Pamela R. Haunschild. Organ. Sci., 2006

715 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/99e5fe6607b14a9fe032db3063297d091858a03d

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Citations in the corpus

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).”
Ready, AIM, Acquire: Impression Offsetting and Acquisitions (2015, background): “Consistent with this idea, Rhee and Haunschild (2006) found that high-reputation automakers experienced larger losses in market share from negative impressions than low-reputation organizations.”
Organizational Reputation: A Review (2011, background): “Interestingly, there is also countervailing evidence that suggests a “liability of a good reputation” (Rhee & Haunschild, 2006).”
Shame on Who? The Effects of Corporate Irresponsibility and Social Performance on Organizational Reputation (2019, neutral): “evaluations are also shaped by prior expectations of the firm, such as social performance (Rhee and Haunschild, 2006; Zavyalova et al., 2016).”
Audience Heterogeneity and the Effectiveness of Market Signals: How to Overcome Liabilities of Foreignness in Film Exports? (2014, neutral): “When evaluating a foreign auto manufacturer, for example, consumers may use its market share in its home country as an indicator of quality, or rely on quality certifications provided by third-party auto experts (Rao, 1994; Rhee & Haunschild, 2006).”
An Organizational Approach to Comparative Corporate Governance: Costs, Contingencies, and Complementarities (2008, neutral): “Finally, corporate governance influences costs related to the reputation of the firm (Rao 1994; Rindova et al. 2005; Washington and Zajac 2005; Rhee and Haunschild 2006) During the heyday of American welfare capitalism, large US corporations built strong reputations and trust with their employees…”
The Signaling Effect of Corporate Social Responsibility in Emerging Economies (2016, background): “When information travels freely in the market, stakeholders may also access coverage of negative corporate behavior such as product recalls (Rhee and Haunschild 2006; Zavyalova et al. 2012) or inhumane working conditions (Smith et al. 2011).”
New Frontiers of the Reputation—Performance Relationship: Insights From Multiple Theories (2010, background): “First, because status directly shapes performance and reputation and performance appears to have a reciprocal relationship (Rhee & Haunschild, 2006), this raises the question of how status and reputation interact.”
The interplay of need and opportunity in venture capital investment syndication (2010, background): “For example, a firm can have technological reputation (Zahra, Matherne and Carleton, 2003); reputation for consistency and good product quality (Rhee and Haunschild, 2006); reputation for business integrity (Jensen and Roy, 2008); or a reputation for successful cooperation (Baum, Calabrese and…”
Which of These Things Are Not Like the Others? Comparing the Rational, Emotional, and Moral Aspects of Reputation, Status, Celebrity, and Stigma (2019, methodology): “Some studies have used product quality rankings, such as those issued for automobiles by Consumer Reports and JD Power and Associates (Rhee & Haunschild, 2006) the Wine Spectator (Benjamin & Podolny, 1999; Malter, 2014) and Yelp restaurant ratings (Paruchuri, Pollock, & Kumar, Forthcoming).”
The Harm of Symbolic Actions and Green-Washing: Corporate Actions and Communications on Environmental Performance and Their Financial Implications (2012, background): “For example, in regards to product recalls highly reputable firms tend to suffer greater declines in shareholder wealth because consumers have higher expectations and punish these firms more severely when their expectations are violated (Rhee and Haunschild 2006).”
Multinationals and corporate social responsibility in host countries: Does distance matter? (2011, neutral): “Organizational scholars have long argued that a good reputation provides benefits, such as lower costs and the ability to request premium prices (Rhee & Haunschild, 2006; Shapiro, 1983), higher status (Benjamin & Podolny, 1999; Podolny & Phillips, 1996) and more positive performance (Roberts &…”
How firms respond to financial restatement : CEO successors and external reactions (2014, background): “…decades has demonstrated that a good reputation provides a number of advantages, including better access to capital (Stuart, Hoang, & Hybels, 1999), increased status (Podolny & Phillips, 1996), greater growth and survival (Rao, 1994), and superior financial performance (Rhee & Haunschild, 2006).”
Corporate Social Responsibility Reporting in South Africa (2008, background): “For example, when companies make mistakes, those with good reputations suffer more in the market than those with poor reputations, because stakeholder expectations are higher for leading companies (Rhee & Haunschild, 2006).”