Part V: Other Consequences of Corporate Reputation: Strategic alliances and firm-based legitimacy

Authors: Olk, Paul¹; Ring, Peter Smith²

Source: Corporate Reputation Review, Volume 1, Number 2, 1 July 1997 , pp. 109-114(6)

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Abstract:

It is often said that good reputations are powerful signals that can help a company get better ratings by analysts, enable premium product prices, and attract better employees. However, empirical evidence proving these assumptions is scarce. The New York conference provided contributions highlighting some of these effects.Do Corporate Reputations Influence Security Analyst Earnings Forecasts? An Empirical Study - James J. Cordeiro, SUNY at Brockport; Rakesh B. Sambharya, Rutgers University-Camden'Tough Talk' and Market Leaders: The Role of Overt Signaling and Reputation-Building Behaviors in Sustaining Industry Dominance - Walter J. Ferrier, University of KentuckyHitch your Corporate Wagon to a CEO Star? Testing Two Views about the Pay, Reputation, and Performance of Top Executives - James B. Wade, Joseph F. Porac, Timothy G. Pollock, Department of Business Administration, University of Illinois at Urbana-Champaign; James R. Meindl, State University of New York at BuffaloStrategic Alliances and Firm-Based Legitimacy - Paul Olk, University of California-Irvine; Peter Smith Ring, Loyola Marymount UniversityProduct Announcements and Corporate Reputations - Raghu Garud, New York University; Joseph Lampel, St AndrewsCorporate Reputation Review (1997) 1, 109-114; doi:10.1057/palgrave.crr.1540028

Document Type: Research article

DOI: http://dx.doi.org/10.1057/palgrave.crr.1540028

Affiliations: 1: 1University of California-Irvine 2: 2Loyola Marymount University

Publication date: 1997-07-01