The Experts below are selected from a list of 23811 Experts worldwide ranked by ideXlab platform

Mitchellfrom - One of the best experts on this subject based on the ideXlab platform.

Arild Wæraas - One of the best experts on this subject based on the ideXlab platform.

  • WHEN Reputation Management IS PEOPLE Management: IMPLICATIONS FOR EMPLOYEE VOICE
    European Management Journal, 2020
    Co-Authors: Arild Wæraas, Dag Yngve Dahle
    Abstract:

    Abstract This article explores the relationship between internal Reputation Management, HRM, and employee voice. Drawing on qualitative data from 25 medium-size and large Norwegian organizations, we find that organizations pursue a desired Reputation through a single, official corporate voice by discouraging prohibitive employee voice through technocratic control and coercive HRM practices. The emphasis on technocratic control and coercive HRM occurs despite the widely held belief in Reputation and branding literatures that employees should be committed corporate ambassadors who enthusiastically promote their organization's desired Reputation and deeply believe in the images they convey to internal and external stakeholders. The findings contribute to studies on Reputation Management by linking internal Reputation Management, HRM, and employee voice, pointing out “people Management” aspects of Reputation Management and highlighting important organizational and employee-based consequences.

  • Trapped in conformity? Translating Reputation Management into practice
    Scandinavian Journal of Management, 2014
    Co-Authors: Arild Wæraas, Hogne Lerøy Sataøen
    Abstract:

    This study investigates the translation rules used by Norwegian hospitals to adapt Reputation Management to their context. Drawing on a linguistics-inspired approach to organizational translations ...

  • Trapped in Conformity? Translating Reputation Management into Practice
    2013
    Co-Authors: Arild Wæraas, Hogne Lerøy Sataøen
    Abstract:

    This study investigates the translation rules used by Norwegian hospitals to adapt Reputation Management to their context. Drawing on a linguistics-inspired approach to organi- zational translations developed by Rovik (2007), the study identifies the application of three such rules, copying, omission, and addition. The study contributes to our understanding of organiza- tional translations by pointing to their regularities, challenging the Scandinavian translation theory assumption that every translation leads to the emergence of new and unique local versions. The findings show that the hospitals intentionally remove from and add components to the Reputation Management idea in a strikingly similar way. In so finding, the study also challenges the assumption often put forward by branding and Reputation textbooks that similarity implies being trapped in conformity.

  • public sector organizations and Reputation Management five problems
    International Public Management Journal, 2012
    Co-Authors: Arild Wæraas, Haldor Byrkjeflot
    Abstract:

    This article discusses five problems that most public organizations will face when adopting a popular, yet largely unexplored Management concept: Reputation Management. The inherently political nat...

  • Public Sector Organisations and Reputation Management: Five Problems
    2012
    Co-Authors: Arild Wæraas, Haldor Byrkjeflot
    Abstract:

    This article discusses five problems that most public organizations will face when adopting a popular, yet largely unexplored Management concept: Reputation Management. The inherently political nature of public organizations constrains their Reputation Management strategies. Furthermore, they have trouble connecting with their stakeholders on an emotional level, standing out as unique and differentiated organizations, communicating as coherent bodies, and maintaining excellent Reputations. In this article, we examine in depth the nature of these problems and seek to contribute to a more nuanced understanding of the possibilities and limitations of Reputation Management in a public sector context.

Hogne Lerøy Sataøen - One of the best experts on this subject based on the ideXlab platform.

  • Trapped in conformity? Translating Reputation Management into practice
    Scandinavian Journal of Management, 2014
    Co-Authors: Arild Wæraas, Hogne Lerøy Sataøen
    Abstract:

    This study investigates the translation rules used by Norwegian hospitals to adapt Reputation Management to their context. Drawing on a linguistics-inspired approach to organizational translations ...

  • Trapped in Conformity? Translating Reputation Management into Practice
    2013
    Co-Authors: Arild Wæraas, Hogne Lerøy Sataøen
    Abstract:

    This study investigates the translation rules used by Norwegian hospitals to adapt Reputation Management to their context. Drawing on a linguistics-inspired approach to organi- zational translations developed by Rovik (2007), the study identifies the application of three such rules, copying, omission, and addition. The study contributes to our understanding of organiza- tional translations by pointing to their regularities, challenging the Scandinavian translation theory assumption that every translation leads to the emergence of new and unique local versions. The findings show that the hospitals intentionally remove from and add components to the Reputation Management idea in a strikingly similar way. In so finding, the study also challenges the assumption often put forward by branding and Reputation textbooks that similarity implies being trapped in conformity.

Haldor Byrkjeflot - One of the best experts on this subject based on the ideXlab platform.

  • public sector organizations and Reputation Management five problems
    International Public Management Journal, 2012
    Co-Authors: Arild Wæraas, Haldor Byrkjeflot
    Abstract:

    This article discusses five problems that most public organizations will face when adopting a popular, yet largely unexplored Management concept: Reputation Management. The inherently political nat...

  • Public Sector Organisations and Reputation Management: Five Problems
    2012
    Co-Authors: Arild Wæraas, Haldor Byrkjeflot
    Abstract:

    This article discusses five problems that most public organizations will face when adopting a popular, yet largely unexplored Management concept: Reputation Management. The inherently political nature of public organizations constrains their Reputation Management strategies. Furthermore, they have trouble connecting with their stakeholders on an emotional level, standing out as unique and differentiated organizations, communicating as coherent bodies, and maintaining excellent Reputations. In this article, we examine in depth the nature of these problems and seek to contribute to a more nuanced understanding of the possibilities and limitations of Reputation Management in a public sector context.

Jan Wynen - One of the best experts on this subject based on the ideXlab platform.

  • What determines the audiences that public service organisations target for Reputation Management
    Policy & Politics, 2020
    Co-Authors: Jan Boon, Koen Verhoest, Jan Wynen
    Abstract:

    Why do public sector organisations target different stakeholder audiences in their Reputation Management? Despite the recognition that Reputation Management is an audience-based exercise, the field lacks studies that systematically analyse which audiences matter for Reputation Management by different public service organisations. This article examines Reputation Management by public service organisation in a multi-audience framework. The relevance of different audiences is surveyed at public service organisations that differ in formal-legal distance from government, task, size and environmental turbulence. The strongest and broadest effects are found for more autonomous organisations, who focus their Reputation Management more on politicians in general and the media and less on their directly responsible Minister.