Article

It Ain’t What You Do, it's Who You Do It With: Distinguishing Reputation and Status

David N. Barron and Meredith Rolfe

in The Oxford Handbook of Corporate Reputation

Published in print July 2012 | ISBN: 9780199596706
Published online November 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199596706.013.0008

Series: Oxford Handbooks in Business and Management

 It Ain’t What You Do, it's Who You Do It With: Distinguishing Reputation and Status

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  • Organizational Theory and Behaviour
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This article discusses the nature of status, and how it is related to reputation. It also reports the empirical research that has attempted to disentangle the effects of both reputation and status on important organisational outcomes. Organisations that are viewed by most decision-makers as high status will have an advantage over low-status rivals, other things being equal. Firms that have shown strong financial performance tend to be seen has having strong reputations in other areas. Both reputation and status have independent, additive impacts on the performance outcome. It appears that the limited number of studies that have tried to determine independent effects of reputation and status on important organisational outcomes find evidence of their existence. Reputation and status are closely related concepts and it might well be the case that in some specific situations it is not possible to differentiate between them or to identify independent effects.

Keywords: status; reputation; organisations; firms; financial performance

Article.  9036 words. 

Subjects: Business and Management ; Organizational Theory and Behaviour ; Business Strategy

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