What's in a name? Reputation building and corporate strategy
Article Abstract:
Firms compete for reputational status in institutional fields. Managers attempt to influence other stakeholders' assessments by signaling firms' salient advantages. Stakeholders gauge firms' relative merits by interpreting ambiguous informational signals from the firms, the media, and other monitors. The results of an empirical study of 292 large U.S. firms supported the general hypothesis that publics construct reputations on the basis of information about firms' relative structural positions within organizational fields, specifically using market and accounting signals indicating performance, institutional signals indicating conformity to social norms, and strategy signals indicating strategic postures. Understanding the informational medium form which publics construct reputations helps explain sources of mobility barriers within industries that originate in external perceptions. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1990
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The strength of strong ties: social networks and intergroup conflict in organizations
Article Abstract:
The relationship between social networks and conflict in 20 organizational units was investigated. Results indicated that low-conflict organizations are characterized by higher numbers of intergroup strong ties, measured as frequent contacts, than are high-conflict organizations. Further, comparison of the network configuration of the organizations studied suggested that high- and low-conflict organizations feature significantly different sociometric structures. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1989
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