The impact of market actions on firm reputation

By D. Basdeo, Ken G. Smith, Curtis M. Grimm, Violina P. Rindova, Pamela Derfus. 2006

459 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b6032f2f2afe3dbd40f0dcc959a19ee12399f61e

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Citations in the corpus

Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival (2017, background): “…financial performance and management practices (Staw and Epstein, 2000), the frequency of its market actions and complexity of its repertoire (Basdeo, Smith, Grimm, Rindova, and Derfus, 2006), its responses to layoffs and downsizing (Flanagan and O’Shaughnessy, 2005), and changing management…”
Keeping up Appearances (2013, background): “Social movement tactics like protests and boycotts provoke just such a reputational threat, working to disrupt a firm’s ongoing efforts to foster a favorable impression among its constituent audiences (Garrett, 1987; Basdeo et al., 2006).”
Which of These Things Are Not Like the Others? Comparing the Rational, Emotional, and Moral Aspects of Reputation, Status, Celebrity, and Stigma (2019, methodology): “For example, some have used an average rating across these indicators for each firm as a continuous measure (Basdeo et al., 2006), whereas others have used their hierarchical ranking or the change in rankings (Flanagan & O’Shaughnessy, 2005; Love, Lim, & Bednar, 2017; Philippe & Durand, 2011).”
Linking corporate social responsibility to corporate reputation: A study on understanding behavioral consequences (2012, background): “With a different focus, signaling theory is used in reputation studies to explain how the strategic choices and actions of firms provide signals, which are then used by different stakeholders to build impressions of the firms (Basdeo et al., 2006).”
Corporate Reputations: Built in or Bolted on? (2012, background): “Reputation, or the evaluation in which the organization is held, then emerges as a result of its actions and past performance in creating stakeholder value.(4) A strong reputation can help create either a positional (such as a reputation for quality) or status-based (such as a good or better reputat”
The Effects of Corporate Social Responsibility on Customer Loyalty: The Mediating Effect of Reputation in Cooperative Banks Versus Commercial Banks in the Basque Country (2017, background): “In the field of organizational studies, firms’ strategic actions and choices send out signals to stakeholders, which are used to build impressions of the firms and develop attitudinal and behavioral responses (Basdeo et al. 2006).”
Do customer satisfaction and reputation mediate the CSR–FP link? Evidence from Australia (2012, background): “According to Basdeo et al. (2006), attempts to build a good reputation (or enhance customer satisfaction for that matter) are ‘market actions’ that stakeholders can assess to make inferences about a given company.”
Does brand management of corporate reputation translate into higher market value? (2010, unknown): “According to Becchetti et al. (2007), there has been very little empirical research on its impact and relevance in the capital market. Desai et al. (2007) identified reputational penalties to top corporate managers at firms that violate financial reporting standards.”
Effects of Corporate Social Responsibility on Corporate Financial Performance: A Competitive-Action Perspective (2018, methodology): “Thus, we identified and obtained information on CA from publicly available news sources using prior competitive dynamics research as a guide (Basdeo et al., 2006; Derfus et al., 2008; Kim & Tsai, 2012).”