Blood Donation and Institutional Trust: Risk, Policy Rhetoric, and the Men Who Have Sex with Men Lifetime Deferral Policy in Canada

Awareness, determinants and value of reputation risk management: Empirical evidence from the banking and insurance industry

PurposeThis paper aims to discuss the emergence of corporate reputational risk in terms of social media, exploring its threats to and possibilities for organizations' strategic reputation management.Design/methodology/approachReputation risk, the possibility of damaging one's reputation, presents a threat to organizations in many ways. Little is known, however, about the connections between reputation risk management and social media as a mediated business environment. Following the latest conceptualizations of strategic reputation management and social media, the paper identifies several challenges for organizations. To make sense of this issue, the paper proposes a novel context for strategic reputation management, founded on the metaphor of ambient publicity, which involves not only social media, but also organizations and their stakeholders.FindingsThe paper argues that social media expands the spectrum of reputation risks and boosts risk dynamics, and that social media can have notable effects on corporate‐level strategic endeavors, which must be considered in order to be successful in the modern business environment. Nine tenets for corporate leaders involved in strategic reputation management are presented.Originality/valueThe paper offers new insights on social media's relation to reputation risk and its management. The ambient publicity, for example, has value to leaders involved in strategic reputation management when trying to identify factors characterizing the changing business environment. Understanding ambient publicity as an environment of meaning indicates that organizations, their stakeholders, and the public create a “complex narrative web” surrounding reputation. The more unified this web is, the stronger the organization is in terms of reputation risk.

This study examined the research trends on reputational risk in banks using a systematic literature review and network analysis (SLRNA) approach on 35 research articles published between 2010 and 2020. It was found that only developed countries (i.e., the United States and Europe) have been actively contributing to research on reputational risks in banks, suggesting that reputational risks management of banks has not gained the global attention it deserves. Moreover, we identified five broad research themes from the thematic network analysis, namely, reputational risk of operational losses, reputational effects of media tone, performance implications of reputational risk management, management of reputational risk in banks, sustainability practices and reputational risk of banks in the project finance market. Nonetheless, there still a number of areas that require further attention. These include conceptualization of reputational risk management in banks that explore the dynamic and interdependencies in a system thinking framework, the role of corporate governance, environmental and social issues on reputational risk, how sustainability practices shape reputational risk management, the role of political connections in mitigating reputational effect of operational loss events, and how information and communication technology (ICT) mechanisms impact reputational risk management in banks.

Reputations can take years to build and moments to lose, with significant impacts on the longer term viability of an organisation. There has been a significant increase in literature on reputation risk and its management in recent times, although this has essentially focused on larger corporations. At the other end of the scale, in micro-enterprises, there appears to be very little coverage. To start to address this gap, this study provides insights into perceptions of reputational risk (RR) and reputational risk management (RRM) practice in the music industry. It explores how RR is understood in an unconventional, non-corporate context using a case study of 11 self-employed musicians operating in the South of England, UK. Respondents identified ‘competition’ as being the key risk that they faced, along with insufficient funding, unregulated contracts and protecting intellectual property rights. They did not though, at first, view their reputation in terms of risk. There was no consensus on the definitions of reputation or risk, yet there was awareness that two components determined reputation: musical ability and personal qualities. Despite appearing to have a lack of knowledge and understanding of RRM, the musicians were able to identify strategies for managing reputation, such as: behavioural adaptations, working with agents, choice of venues, use of technology, working collaboratively (with links to social identity) and being constantly reliable. They were also able to identify their stakeholders and the factors influencing their reputation, but this information was not widely used in a strategic way to routinely monitor or manage reputation. An identified ‘barrier’ to RRM was the lack of understanding of this complex issue. Having explored perceptions of reputation and RRM in micro-enterprises, this work forms a platform upon which the next stage of actually (re)designing processes and systems specifically for managing RRM in Small- and Medium-sized Enterprises can be built.

This special edition of the Geneva Papers on Risk and Insurance is devoted to the management of reputation, a concept that includes both the exploitation of opportunities arising from a superior reputation and the containment of risks associated with a sudden or gradual loss of reputation. The following introductory thoughts are aimed at helping clarify a discussion that still abounds with semantics and is short of strategically and operationally relevant applications for the insurance industry – shortcomings that are authoritatively and convincingly addressed by the contributions published in this special edition.

clinical/laboratory features of TTP in clinicians with no expertise in such hematologic disease.

National Blood Foundation 2021 Research and Development summit: Discovery, innovation, and challenges in advancing blood and biotherapies.

The prevalence of HLA antibodies in randomly surveyed blood donors was compared to the prevalence of antibody in donors who were associated with transfusion-related acute lung injury (TRALI) cases reported to Canadian Blood Services (CBS). Current operating procedure mandates that the CBS TRALI Medical Review Group (TMRG) refer possible TRALI cases to the (CBS) Platelet Immunology Laboratory for investigation. Donor samples from these TRALI cases were screened for HLA antibodies. In parallel, a survey was conducted to screen serum samples from blood donors who were not associated in TRALI cases. A comparison analysis of HLA antibody profiles in the two groups of donors was performed. We studied 121 TRALI-associated donors (TDs) who were recalled in a total of 44 cases reported to CBS and classified by TMRG. We also studied 149 survey donors (SDs) who were deferred for donation for varied reasons and consented to participate in a survey for HLA antibody screening. Twenty-two percent of SDs and 50.4% of TDs tested positive for HLA antibodies. In addition, TDs who were implicated in TRALI demonstrated broader sensitization and higher level of quantitative HLA antibody compared to nonimplicated TDs and SDs. Patient-specific Class I and II HLA antibodies are directly related to the risk of TRALI. Moreover, it supports the concept that HLA antibody strength is directly related to the risk of TRALI when the HLA antibody is patient specific; however, no clear cutoff as defined by mean fluorescence intensity is evident.

Kidney Paired Donation Protocol for Participating Donors 2014.

The Canadian Blood Donor Health Assessment Questionnaire: Lessons From History, Application of Cognitive Science Principles, and Recommendations for Change

PurposeThis paper aims to contribute to a growing literature in sustainable and green banking by exploring the views of senior banking representatives towards the implementation of sustainability initiatives through extensive interview research. The authors explore the extent to which such initiatives are embedded within the banking industry, whether they represent risk management mechanisms and whether they are imbued with reputational risk management rather than a genuine response to ethical societal concerns.Design/methodology/approachQualitative semi-structured interviews were conducted with UK bank managers. The interviewees’ utterances are interpreted through a sociological theoretical lens derived from the study of Giddens and Beck, allowing us to conclude that external initiatives such as the Equator Principles seem to be adopted as re-embedding mechanisms that can rebuild societal trust, as well as representing mechanisms of reputational risk management.FindingsThe analysis suggested that internal sustainability initiatives were interpreted as coping mechanisms whereby bank employees can recreate their protective cocoon, reinstating their ontological security in response to the high consequence risks of climate change and other related systemic factors that create overwhelming feelings of engulfment.Originality/valueUsing Beck’s risk society theory as a theoretical lens through which to interpret the interview data allows a number of concluding comments and suggestions to be made. The findings resonate with earlier research into institutional investors’ attitudes towards climate change that found their engagement and dialogue with companies around climate change issues to be imbued with a risk discourse: their initiatives and actions were dominated by risk management motivations.

PurposeThe corporate reputation of a firm and reputation risk is becoming increasingly important because of the rise of social media and the ongoing globalization. While defining and measuring corporate reputation and reputation risk represent the first steps in corporate reputation (risk) management, there is no general agreement in defining and measuring these two terms. Hence, this paper aims to give an overview of the existing literature in this regard, discuss it with respect to the operability in corporate reputation (risk) management and, based on this, present a holistic and consistent approach to define and measure corporate reputation and reputation risk.Design/methodology/approachThe paper gives an overview of the literature regarding definitions and measurement methods of corporate reputation and reputation risk. Moreover, it discusses such definitions and measurement methods with respect to the operability in corporate reputation (risk) management.FindingsBased on an overview of the literature regarding definitions and measurement methods of corporate reputation and reputation risk, the authors present a holistic and consistent approach to define and measure corporate reputation and reputation risk.Originality/valueThe authors present an holistic and consistent approach to define and measure corporate reputation and reputation risk with focus on (risk) management purposes.

Risk of Exposure to Zika Virus and Impact on Cord Blood Banking and Adult Unrelated Donors in Hematopoietic Cell Transplantation: The Canadian Blood Services Experience

This study examines the role of corporate philanthropy (CP) in the management of reputation risk and shareholder value of the top 100 ASX listed Australian firms for the 3 years 2011–2013. The results of this study demonstrate the business case for corporate philanthropy and hence encourage corporate philanthropy by showing increasing firms’ investment in corporate giving as a percentage of profit before tax, increases the likelihood of an increase in shareholder value. However, the proviso is that firms must also manage their reputation risk at the same time. There is a negative association between corporate giving and shareholder value (Tobin’s Q) which is mitigated by firms’ management of reputation. The economic significance of this result is that for every cent in the dollar the firm spends on corporate giving, Tobin’s Q will decrease by 0.413 %. In contrast, if the firm increase their reputation by 1 point then Tobin’s Q will increase by 0.267 %. Consequently, the interaction of corporate giving and reputation risk management is positively associated with shareholder value. These results are robust while controlling for potential endogeneity and reverse causality. This paper assists both academics and practitioners by demonstrating that the benefits of corporate philanthropy extend beyond a gesture to improve reputation or an attempt to increase financial performance, to a direct collaboration between all the factors where the benefits far outweigh the costs.

Learning outcomes This case study allows students to appreciate the value of standard operating procedures in customer management. This case study emphasises the role of employees in delivering superior customer experience. This case study explores many facets of customer experience, reputation, social class membership and standard operating procedures (SOPs). Students will be able to apply theories of customer experience, behavioural psychology and service dimensions relevant to the airline industry. After completing this case study, students will be able to do the following:1. Evaluate the value of SOPs in Customer ManagementThis case study refers to the need for adhering to SOPs to deal with complex situations. Students will be able to evaluate whether compliance to SOPs could have helped Air India avoid the crisis or was it possible that a culture of absolute commitment to customer wellbeing could have prevented the crisis.2. Apply the theory of defensive attribution in customer grievance handling. Discuss if reducing customer effort in getting their problem solved can result in superior customer service.The victim had attributed the blame for not insisting on filing a complaint to the crew. Air India crew had defended their actions or lack of it by stating that they had followed the rule book. Students will be able to appreciate the need for a swift redressal mechanism to protect the self-image and self-esteem of the person/group involved. They will also understand that customer service interactions designed to solve customer problems swiftly and easily can be a very simple dictum to guide all employees in their decision-making while handling a customer complaint. 3. Evaluate the relationship between customer satisfaction and customer experience and examine the value of net promoter score (NPS) to study customer satisfaction. Air India Airlines was catering to varied customer groups such as the Indian diaspora, large student population pursuing education abroad, first-time flyers and the rising middle class with travel aspirations. Customer expectations vary across segments and change over their lifetime. Airline staff must trace customer corridors and deliver on customer expectation across the touch points that matter to them to ensure meaningful and relevant service delivery. Students will have an opportunity to evaluate the NPS in measuring customer satisfaction and debate whether it is a sufficient metric to guide the organisation on delivering and monitoring customer experience. 4. Examine why reputation risk management and not crisis management should be the focus of Air India in delivering superior customer service because nearly 70%–80% of market value for a company comes from its intangible assets such as brand equity and reputation. Students will discuss crisis management i.e. handling the threat to reputation after it has occurred and reputation risk management i.e. proactively managing potential threats to its reputation by taking timely actions to avoid or mitigate it. There are three factors (reputation reality gap, changing beliefs and expectation and weak internal coordination) that determine reputational risks. Students can evaluate this model to determine if Air India should address these three factors to manage its reputation proactively. Case overview/synopsis This case study is set around an incident that happened on 26 November 2022, on Air India flight bound for Delhi from New York when an inebriated 34-year-old man had peed on a 72-year-old woman. The perpetrator of the crime had walked free, and the victim was left dissatisfied with how the cabin crew had handled her ordeal. Air India Airlines was launched in 1932 by industrialist JRD Tata and nationalised in 1953. In 2021, Tata Group acquired the 90-year-old Air India from the Government of India for $2.4bn (INR 18,000 crore) and appointed Campbell Wilson as chief executive officer and managing director. The incident brought to the fore the customer management issues that Wilson had to address. First on the list of Air India’s turnaround plan was delivering “exceptional customer experience”. How was it going to achieve it because the Indian aviation ecosystem lacked infrastructure such as airports, airspace, competition and customer preference-based services? There was also shortage of pilots, engineers, technicians, air-traffic controllers and technocrats to occupy positions within security agencies and regulatory bodies. With Air India’s acquisition, the Tata Group had to find innovative solutions to deal with decades of internal neglect, non-performance and labour union problems. This case study is relevant to address real issues of customer experience, consumer psychology, reputation risk management and standard operating procedures in service management. Complexity academic level This case is suitable for both undergraduate and postgraduate level students of business management. It can also be used for training service personnel of aviation industry. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing