`Tough Talk' and `Soothing Speech': Managing Reputations for Being Tough and for Being Good
Authors: Carter, S M1; Deephouse, D L2
Source: Corporate Reputation Review, Volume 2, Number 4, 1 October 1999 , pp. 308-332(25)
Publisher: Palgrave Macmillan
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Abstract:
A company often must manage its reputation with multiple stakeholders in different ways. This paper develops an interdisciplinary model for reputation management based on a historical case study of Wal-Mart. The model draws on impression management, stakeholder and game theories. We find evidence that Wal-Mart had at least two reputations — one for being tough with suppliers, and one for being good to customers and investors. In order to maintain these beneficial reputations, Wal-Mart accompanied strategic actions towards suppliers with tough talk, an assertive tactic for impression management that helped the company maintain a tough image. Negative supplier and trade media responses threatened Wal-Mart's positive reputation with other stakeholders. To prevent this negative information from crossing the boundaries of stakeholder group networks and marring its good reputation, the company used soothing speech, a type of defensive impression management tactic that painted its actions in a more positive light.Corporate Reputation Review (1999) 2, 308-332; doi:10.1057/palgrave.crr.1540089Document Type: Research article
DOI: 10.1057/palgrave.crr.1540089
Affiliations: 1: 1University of Notre Dame, Indiana 2: 2Louisiana State University
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