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Same Same but Different: the Relationship Between Organizational Reputation and Organizational Public Value

Author

Listed:
  • Timo Meynhardt

    (HHL Leipzig Graduate School of Management
    University of St. Gallen)

  • Pepe Strathoff

    (University of St. Gallen)

  • Andreas Fröhlich

    (HHL Leipzig Graduate School of Management)

  • Steven A. Brieger

    (University of St. Gallen
    University of Sussex)

Abstract

Organizational public value and organizational reputation are different concepts stemming from independent research traditions. Nevertheless, the constructs share several similarities, which make a systematic comparison and investigation of their relationship a promising and necessary endeavor. In this paper, we compare the two constructs along seven dimensions, with special attention to the micro-level of individual psychology. Several similarities regarding strategic relevance, locus of control, measurement unit, process dynamics, and axiological nature exist. As we will see, the constructs differ significantly with respect to the basis of evaluation and their dominant logic. We draw on a recent micro-foundation of public value to elaborate on these differences and develop propositions about how the constructs are related. Public value applies a holistic basis of evaluation covering all basic values and collective frames of reference, while reputation is more adaptive. Moreover, public value follows a logic of contribution (to a collective), while reputation follows a logic of recognition (by a collective). The two constructs should not be taken as similar or used interchangeably. However, both fields can benefit from a joint theoretical basis and micro-foundation, as well as from connected research programs. Practitioners should consider both constructs in connection.

Suggested Citation

  • Timo Meynhardt & Pepe Strathoff & Andreas Fröhlich & Steven A. Brieger, 2019. "Same Same but Different: the Relationship Between Organizational Reputation and Organizational Public Value," Corporate Reputation Review, Palgrave Macmillan, vol. 22(4), pages 144-158, November.
    • Handle: RePEc:pal:crepre:v:22:y:2019:i:4:d:10.1057_s41299-019-00066-0
    DOI: 10.1057/s41299-019-00066-0
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    References listed on IDEAS

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    1. Rüdiger Bachmann & Gabriel Ehrlich & Ying Fan & Dimitrije Ruzic & Benjamin Leard, 2023. "Firms and Collective Reputation: a Study of the Volkswagen Emissions Scandal," Journal of the European Economic Association, European Economic Association, vol. 21(2), pages 484-525.
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    5. Jamal Shamsie, 2003. "The context of dominance: an industry‐driven framework for exploiting reputation," Strategic Management Journal, Wiley Blackwell, vol. 24(3), pages 199-215, March.
    6. Carl Shapiro, 1983. "Premiums for High Quality Products as Returns to Reputations," The Quarterly Journal of Economics, President and Fellows of Harvard College, vol. 98(4), pages 659-679.
    7. Eileen Fischer & Rebecca Reuber, 2007. "The Good, the Bad, and the Unfamiliar: The Challenges of Reputation Formation Facing New Firms," Entrepreneurship Theory and Practice, , vol. 31(1), pages 53-75, January.
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    Cited by:

    1. Gołata Krzysztof & Sojkin Bogdan, 2020. "Determinants of Building Image and Reputation of University Towards Its Stakeholders," Marketing of Scientific and Research Organizations, Sciendo, vol. 35(1), pages 29-56, March.

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