Lens or prism? How organisations sustain multiple and competing reputations
通过对一家全球管理咨询公司的跨国定性案例研究，发现不同利益相关者群体对声誉的感知存在显著差异，提出用棱镜而非透镜来理解企业声誉的多重性。
Purpose This paper aims to challenge singular definitions, measurements and applications of corporate reputation which tend to be reductionist. The authors rebuff such narrow representations of reputation by showing the multiplicity of reputation in the case of a global management consulting firm and demonstrate how it has sustained such reputations. Design/methodology/approach Using a large cross-country qualitative case study based on interviews, focus groups, non-participant observations, workshops and a fieldwork diary, dimensions of reputation are highlighted by drawing on perceptions from multiple stakeholder groups in different geographies. Findings The authors find significant differences in perceptions of reputation between and within stakeholder groups, with perceptions changing across dimensions and geographies. Originality/value The theoretical implications of the research indicate a plurality of extant reputations, suggesting that a prism is more suited to representing corporate reputation than a singular, lens-like focus which is too narrow to constitute reputation. This paper offers theoretical and practical suggestions for how global firms can build and sustain multiple and competing corporate reputations.