Abstract
The study aims at investigating the main activities of corporate reputation in which CEOs are actively engaged, focusing also on the influence of CEOs tenure on their commitment in reputation management. Moreover, the paper analyzes the CEO’s view on the relation between CEO reputation and company’s reputation. Through a structured questionnaire, a web survey has been carried out addressing CEOs of large companies located in Italy and included in the report of Mediobanca. Findings highlight a relevant CEO commitment in corporate reputation management, above all in leadership, performance and workplace activities. Long-tenured CEOs tend to be more involved in managing firm’s reputation, than short-tenured CEOs. The study also shows CEOs are aware that their reputation are increasingly intertwined with the corporate reputation. The paper supports the strategic leadership perspective, contributing to the ongoing debate on CEO reputation. The influence of CEOs’ good name on company’s reputation stimulates them, and communication managers, to create an effective CEOs’ brand. The paper is the first study that provides empirical evidence on the increasing importance of CEO’s role in Italian large companies, and it can be viewed as a starting point for future cross-country comparison.
Highlights
A growing body of research argues that company’s reputation is an increasingly critical corporate asset directly linked to competitive success, because of its strategic value for the organization (Weigelt & Camerer, 1988; Gray & Balmer, 1998; Roberts & Dowling, 2002)
Findings highlight that the Chief Executive Officer (CEO) is the most responsible in the management of corporate reputation
Referring to the seven dimensions of corporate reputation analyzed by Reputation Institute (Vision & Leadership, Workplace, Innovation, Product & Service, Performance, Citizenship, Governance), the activities in which CEOs appear to be actively committed are “spread inside and outside corporate vision (Leadership – mean value 1.17)”, “monitor financial performance achievement (Performance – mean value 1.19 )” and “motivate and encourage employees (Workplace – mean value 1.21)”
Summary
A growing body of research argues that company’s reputation is an increasingly critical corporate asset directly linked to competitive success, because of its strategic value for the organization (Weigelt & Camerer, 1988; Gray & Balmer, 1998; Roberts & Dowling, 2002). In its role of setting the strategic direction of a firm, the top management has the direct responsibility for achieving the company’s reputation objectives as it acts as the information-processing center of an organization in its relationships with stakeholders (Carter & Greer, 2013). A grand deal of strategic leadership research points out, that the dominant coalition has a critical role in determining strategic competitiveness, strongly influencing firm outcomes (Hambrick & Mason, 1984; Hambrick, 2007)
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