Signaling Strategies in Competitive Interaction: Building Reputations and Hiding the Truth
By Jaideep Prabhu, David W. Stewart. 2001
141 citations recorded by the source corpus.
Subfields: Accounting, Safety Research, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/fc3e714537e4aa79d71bb284e5ccd30771514fc8
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Accounting
- Violina P. Rindova
- Antoaneta P. Petkova
- Eileen Fischer
- Rebecca Reuber
- Ian O. Williamson
- Alison Cook
- Rajesh Chandy
- Timothy G. Pollock
In Safety Research
In Strategy and Management
- Violina P. Rindova
- Antoaneta P. Petkova
- Eileen Fischer
- Rebecca Reuber
- Ian O. Williamson
- Alison Cook
- Rajesh Chandy
- Timothy G. Pollock
Citations in the corpus
- Converting Web Site Visitors into Buyers: How Web Site Investment Increases Consumer Trusting Beliefs and Online Purchase Intentions (2006, background): “…research has demonstrated the importance of separating signals from interpretation, because not everyone interprets a signal in the same manner (Prabhu and Stewart 2001), it may be equally important to separate signal interpretation from response because even similarly interpreted signals may…”
- The Good, the Bad, and the Unfamiliar: The Challenges of Reputation Formation Facing New Firms (2007, background): “The centrality of signaling is reflected in statements such as “a sender’s reputation depends on how the receiver interprets the sender’s signals” (Prabhu & Stewart, 2001, p. 65).”
- Connecting Work—Family Policies to Supportive Work Environments (2009, background): “Prabhu and Stewart (2001) asserted the success of a signal depends on the interpretation of the receiver.”
- Quality Signals? The Role of Patents, Alliances, and Team Experience in Venture Capital Financing (2015, unknown): “A second determinant of the relevance of a signal is its focus, indicating the contribution of the unobserved quality to the signal (Prabhu and Stewart, 2001).”
- Being good or being known: An empirical examination of the dimensions, antecedents, and consequences of organizational reputation (2005, background): “Perceptions and beliefs about a firm based on previous interactions Assessments of a relevant attribute(s) Campbell (1999) Prabhu & Stewart (2001)”
- Competitive Response to Radical Product Innovations (2008, background): “For example, Shankar (1999) notes that it may be unwise to respond to large-scale entrants because of the fear of a war of attrition.”