Beyond Corporate Reputation: Managing Reputational Interdependence

Corporate Reputation Review

Volumn 11, Issue 1, 2008, Pages

  Barnett, Michael L ^a   Hoffman, Andrew J ^b  

^a UNIVERSITY OF SOUTH FLORIDA   (United States)

^b UNIVERSITY OF MICHIGAN   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84894125527     PISSN: 13633589     EISSN: 14791889     Source Type: Journal    
DOI: 10.1057/crr.2008.2     Document Type: Editorial

References (18)

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3. Barnett, M. (2006b) ‘Finding a working balance between competitive and communal strategy’, Journal of Management Studies, 43 (8), 1753–1773
4. Barnett, M. (2007a) ‘Stakeholder influence capacity and the variability of financial returns to corporate social responsibility’, Academy of Management Review, 32 (3), 794–816
5. Barnett, M. (2007b) ‘Tarred and untarred by the same brush: Exploring interdependence in the volatility of stock returns’, Corporate Reputation Review, 10 (1), 3–21
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11. Hoffman, A. (2001) From Heresy to Dogma: An Institutional History of Corporate Environmentalism, Stanford University Press, Stanford, CA
12. Hoffman, A. (2007) ‘Deconstructing the environmental movement: Structural and perceptual networks and field-level boundaries’, Ross School of Business Working Paper, University of Michigan
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15. King, A., Lenox, M. and Barnett, M. (2002) ‘Strategic responses to the reputation commons problem’, in A. Hoffman and M. Ventresca (eds.), Organizations, Policy, and the Natural Environment: Institutional and Strategic Perspectives, Stanford University Press, Stanford, CA, pp.393–406
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