长时间跨度内的声誉损害事件:实质性声誉修复的事件系统模型

IF 9.3 1区 管理学 Q1 BUSINESS Journal of Management Pub Date : 2024-03-01 DOI:10.1177/01492063231224353
Jarrod P. Vassallo, Yeonji Seo, Shahzad (Shaz) Ansari
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引用次数: 0

摘要

当前的实质性声誉修复模型主要关注孤立的声誉损害事件(RDEs)以及企业在短时间内做出的相应回应。然而,有证据表明,企业在较长时期内会遇到许多 RDE 事件,而自上而下的实质性声誉修复只是零星和间歇性的。为了研究这种事件-反应不同步现象,我们采用了事件系统理论(EST)方法,对一家跨国公司进行了定性研究。在 10 年时间里,我们分析了 47 起最终促使高层管理者启动实质性修复的 RDE 事件。我们的研究结果表明,高层管理者认为声誉管理是一个复杂的系统,由自我纠正的子系统组成,遵循反复出现的适应性事件周期。这些周期由迭代组成,从管理大多数 RDEs 的常规业务活动(前环)过渡到对某些事件的非线性、变革性响应(后环)。只要这些循环被认为是有效的,高层管理者就不会进行实质性的修复,只有在发现子系统崩溃时才会进行干预。因此,我们的实质性声誉修复事件系统模型分两个阶段阐明了事件反应的不同步性:(1)高层管理者对适应性事件循环层次结构的信心导致他们有意回避大多数 RDE,(2)三个特定事件链模式的汇聚交叉逐渐在高层管理者之间建立起共同的叙事,从而引发自上而下的实质性修复。通过使用 EST,我们不仅为企业如何管理声誉提供了新的见解,而且通过阐明事件周期动态,增强了 EST 的解释力。
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Reputation-Damaging Events Over a Long Time Horizon: An Event-System Model of Substantive Reputation Repair
Current models of substantive reputation repair primarily focus on isolated reputation-damaging events (RDEs) and corresponding responses by firms within short time frames. Nevertheless, evidence suggests that firms encounter numerous RDEs over extended periods while only sporadically and intermittently engaging in top-down substantive repair. To investigate this event-response asynchrony, we adopt an event system theory (EST) approach and conduct a qualitative study of a multinational firm. Over a 10-year period, we analyzed 47 RDEs that eventually prompted top management to initiate substantive repair. Our findings reveal that top managers perceive reputation management as a complex system comprising self-correcting subsystems that follow recurring adaptive event cycles. These cycles consist of iterations, transitioning from routine business-as-usual activities managing most RDEs (foreloops) to nonlinear, transformative responses to certain events (backloops). As long as these cycles are deemed effective, top managers refrain from substantive repair, intervening only when they identify a subsystem breakdown. Consequently, our event-system model of substantive reputation repair elucidates event-response asynchrony in two phases: (1) top managers’ confidence in the hierarchy of adaptive event cycles leads them to purposefully avoid most RDEs, and (2) the convergent intersection of three specific event chain patterns gradually establishes a shared narrative among top managers, triggering top-down substantive repair. By employing EST, we not only provide novel insights into how firms manage reputations but also enhance the explanatory power of EST by illuminating event cycle dynamics.
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来源期刊
CiteScore
22.40
自引率
5.20%
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0
期刊介绍: The Journal of Management (JOM) aims to publish rigorous empirical and theoretical research articles that significantly contribute to the field of management. It is particularly interested in papers that have a strong impact on the overall management discipline. JOM also encourages the submission of novel ideas and fresh perspectives on existing research. The journal covers a wide range of areas, including business strategy and policy, organizational behavior, human resource management, organizational theory, entrepreneurship, and research methods. It provides a platform for scholars to present their work on these topics and fosters intellectual discussion and exchange in these areas.
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