Corporate image: Employee reactions and implications for managing corporate social performance [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
Learn more about PhilPapers
Journal of Business Ethics 16 (4):401-412 (1997)
Corporate image is a function of organizational signals which determine the perceptions of various stakeholders regarding the actions of an organization. Because of its relationship to the actions of an organization, image has been studied as an indicator of the social performance of the organization. Recent research has determined that social performance has direct effects on the behaviors and attitudes of the organization's employees. To better understand these effects, this study develops and empirically tests a model which links corporate leaders' actions, employees' perceptions of corporate image, and the employees' level of association with the organization. The effects of managing the social environment of an organization on its employees' perceptions of image, attitudes, and intended behaviors are discussed.
|Keywords||Philosophy Ethics Business Education Economic Growth Management|
|Categories||categorize this paper)|
Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
|Through your library|
References found in this work BETA
No references found.
Citations of this work BETA
Thomas A. Hemphill (2004). Corporate Citizenship: The Case for a New Corporate Governance Model. Business and Society Review 109 (3):339-361.
Similar books and articles
Arne Nygaard & Harald Biong (2010). The Influence of Retail Management's Use of Social Power on Corporate Ethical Values, Employee Commitment, and Performance. [REVIEW] Journal of Business Ethics 97 (3):341 - 363.
R. Boddy Clive, K. Ladyshewsky Richard & Peter Galvin (forthcoming). The Influence of Corporate Psychopaths on Corporate Social Responsibility and Organizational Commitment to Employees. Journal of Business Ethics.
Linda Klebe Treviño, Gary R. Weaver & Michael E. Brown (2008). It's Lovely at the Top: Hierarchical Levels, Identities, and Perceptions of Organizational Ethics. Business Ethics Quarterly 18 (2):233-252.
Dheeraj Sharma, Shaheen Borna & James M. Stearns (2009). An Investigation of the Effects of Corporate Ethical Values on Employee Commitment and Performance: Examining the Moderating Role of Perceived Fairness. [REVIEW] Journal of Business Ethics 89 (2):251 - 260.
Betty S. Coffey & Jia Wang (1998). Board Diversity and Managerial Control as Predictors of Corporate Social Performance. Journal of Business Ethics 17 (14):1595-1603.
Lindsay McShane & Peggy Cunningham (2012). To Thine Own Self Be True? Employees' Judgments of the Authenticity of Their Organization's Corporate Social Responsibility Program. Journal of Business Ethics 108 (1):81-100.
S. Duane Hansen, Benjamin B. Dunford, Alan D. Boss, R. Wayne Boss & Ingo Angermeier (2011). Corporate Social Responsibility and the Benefits of Employee Trust: A Cross-Disciplinary Perspective. [REVIEW] Journal of Business Ethics 102 (1):29-45.
Harry J. van Buren Iii (2005). An Employee-Centered Model of Corporate Social Performance. Business Ethics Quarterly 15 (4):687-709.
Joëlle Vanhamme, Adam Lindgreen, Jon Reast & Nathalie Popering (2012). To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing. Journal of Business Ethics 109 (3):259-274.
Added to index2009-01-28
Total downloads32 ( #63,186 of 1,410,123 )
Recent downloads (6 months)1 ( #177,589 of 1,410,123 )
How can I increase my downloads?