Managing Impressions in the Face of Rising Institutional Pressures: A Comparative Case Analysis

Abstract

In this paper, we examine how organizational impression management evolves in response to rising institutional pressures. Based on a comparative case study analysis of two companies – Exxon and BP - over a period of 12 years (1997- 2009), we demonstrate that impression management in the face of rising pressures unfolds in four phases: i) advocating their respective stances, ii) sensegiving to clarify their stances, iii) image repairing, and iv) adjusting the stances. By combining resource dependence and institutional theories, we explain the possible circumstances that relate to the occurrence of each of these phases. Further, our findings suggest that impression management is characterized by path dependence, i.e., organizations try to convey that their subsequent positions flow logically from the previous ones. Finally, we found that impression management involves navigation between symbolism and substance and as institutional pressures increase, companies tend to strive towards harmonizing symbolic and substantive actions.