Recently, multinational corporations have begun to reinvent themselves as socially responsible actors, largely in response to anti-corporate activist pressure. The author argues that a concern with corporate reputation is leading to an ideational shift in corporate behaviour – in essence, it is disciplining their behaviour. This innovative exploration of the idea of a self-regulating corporation in an era of globalisation first examines the link between corporate reputation, corporate behaviour and self-regulation, and then goes on to compare and contrast various studies of multinational corporations that have sought to self-regulate. Terry O’Callaghan includes a multifaceted critique of anti-corporate activists. This acknowledges both the dangers that multinational corporations pose to communities, and that anti-corporate activists are the first group to understand the potential risk of targeted campaigns to corporate reputations. He also illustrates his points using three case studies of companies that have attempted to self-regulate: Royal Dutch Shell, the Toyota Motor Corporation and Interface Inc. Undergraduate and postgraduate students of international business, management and business ethics will be interested in the essential topics covered in this book. Academics and practitioners alike will appreciate its accessible lessons about reputational capital and holding multinational corporations accountable.

• ... release reputation bearers from the burden of being constantly mo- tored and reduce the likelihood of government or public supervision and control. • ... strengthen client trust, ease the recruitment and retention of capable employees and improve access to capital markets or attract investors. • ... legitimate positions of power and build up reserves of trust which - lowed companies and politicians – but also researchers and journalists – to put their issues on the public agenda, present them credibly and mould them in their own interests. But a fear of loss is not the only reason for the steadily increasing - portance of reputation in corporate management today (or more especially, in the minds of top management). Rather, the main reason is that corporate reputation has shifted from being an unquantifiable ‘soft’ factor to a me- urable indicator in the sense of management control. And it is a variable that is obviously relevant to a company’s performance: recent studies by the European Centre for Reputation Studies and the Ludwig-Maximilians- Universität of Munich compared the stock market performance of a port- lio of the top 25% of reputation leaders (based on regular reputation me- urements in the wider public) with that of the German DAX 30 stock m- ket index. The results show that a portfolio consisting of reputation leaders 1 outperformed the stock market index by up to 45% – and with less risk. Fig. 1. Performance of ‘reputation portfolios’ vs.

Managing Reputational Risk shows how any organisation canapply simple risk management principles to build stakeholderconfidence and safeguard and enhance reputation. It positionsreputation and its associated threats and opportunities where theyrightfully belong: in the domain of the board room, at the heart ofgood corporate governance, leading-edge strategy development,effective risk management, corporate responsibility, comprehensiveassurance and transparent communications. Illustrates, through numerous examples of good - and not sogood - business practice, the importance of respecting andnurturing reputation as a critical intangible asset. Demonstrates how mastery of reputation risks can enable anorganisation to be seen as responsible and responsive, as well asequipping it to meet the challenges that lie ahead.

Managing Reputational Risk shows how any organisation can apply simple risk management principles to build stakeholder confidence and safeguard and enhance reputation. It positions reputation and its associated threats and opportunities where they rightfully belong: in the domain of the board room, at the heart of good corporate governance, leading-edge strategy development, effective risk management, corporate responsibility, comprehensive assurance and transparent communications. Illustrates, through numerous examples of good - and not so good - business practice, the importance of respecting and nurturing reputation as a critical intangible asset. Demonstrates how mastery of reputation risks can enable an organisation to be seen as responsible and responsive, as well as equipping it to meet the challenges that lie ahead.

Reputation is becoming an imperative business function that influences strategic decisions including the direction of a business plan and how an organization should be communicating with its stakeholders and publics. It is crucial for an organization to measure public relations outputs and outcomes as well as measuring established and developing relationships. Reputation Management Techniques in Public Relations is a critical scholarly resource that examines public relations strategies, such as employing media plans, determining communication channels, setting objectives, choosing the right promotional programs and message strategies, budgeting and assessing the overall effectiveness of a company’s public relations strategy. Featuring coverage on a broad range of topics, such as brand and customer communications, corporate social responsibility, and leadership, this book is geared towards practitioners, professionals, and scholars seeking current research on reputation management.

Our grasp of reputation as a strategic asset would benefit from a better understanding of how country-level factors influence reputation development, as well as how reputation obtained in one context can be transferred to another. This volume of Research in Global Strategic Management focuses on global aspects of reputation in strategic management.

This is an open access title available under the terms of a CC BY-NC-ND 4.0 International licence. It is free to read at Oxford Scholarship Online and offered as a free PDF download from OUP and selected open access locations.International banking standards are intended for the regulation of large, complex, risk-taking international banks with trillions of dollars in assets and operations across the globe. Yet they are being implemented in countries with nascent financial markets and small banks that have yet to ventureinto international markets. Why is this? This book develops a new framework to explain regulatory interdependence between countries in the core and the periphery of the global financial system. Drawing on in-depth analysis of eleven countries across Africa, Asia, and Latin America, it shows howfinancial globalisation generates strong reputational and competitive incentives for developing countries to converge on international standards. It explains how specific cross-border relations between regulators, politicians, and banks within developing countries, and international actors includinginvestors, peer regulators, and international financial institutions, generate regulatory interdependence. It explains why some configurations of domestic politics and forms of integration into global finance generate convergence with international standards, while other configurations lead todivergence. This book contributes to our understanding of the ways in which governments and firms in the core of global finance powerfully shape regulatory decisions in the periphery, and the ways that governments and firms from peripheral developing countries manoeuvre within the constraints andopportunities created by financial globalisation.