Cumhurbaşkanlığı himayelerinde, İtibar Yönetimi Enstitüsü ve Kadir Has Üniversitesi işbirliğiyle 17–19 Ekim 2012 tarihlerinde İstanbul’da Uluslararası İtibar Yönetimi Konferansı düzenlenmiştir. http://tr.reputationconference.org/

1. Güven Kurumları ve İtibar Yönetimi Oturumu
Doç. Dr. Turhan ERKMEN, Arş. Gör. Dr. Emel ESEN

2. Assoc. Prof. Dr. Turhan Erkmen
PhD. Emel Esen
Yıldız Technical University
Business Administration Department

3. Corporate Reputation
 New changes and challenges in the market call upon
organizations to focus on their reputation in order to
create better product and services; enhance their
credibility and image (Srivoravilai, 2011, p. 243).
 In the past two decades, there has been considerable
interest and research on corporate reputation and it
has become a business issue since the 20th century

4. Corporate Reputation
 Reputation is so one of the intangible assets that is
extremely hard to imitate, turning it into a valuable
source of competitive advantage (Alsop, 2004, p. 1).
 Corporate reputation is described in the academic
literature as organizational standing, goodwill, esteem,
organizational identity, organizational image, brand
and prestige (Shenkar and Yuchtman Yaar, 1997;
Wartick, 2002).

5. Corporate Reputation
 Balmer’s (1998) review of the evolution of the theory of
corporate reputation identified three stages of
development. The first phase (in the 1950s) focused on
corporate image, giving way in the 1970s and 1980s to
an emphasis on corporate identity and corporate
communications, and then in the 1990s to a mounting
interest in corporate brand management and thence
reputation (Bennett and Kottasz, 2000, 225).

6. Corporate Reputation
 Corporate reputation is an emotional capital that
reflects the various stakeholders’ perceptions about
organization’s past and future actions and
inimitable, intangible assets (Kotha, Radgopal and
Rindova, 2001; Fombrun and Van Riel, 2004;
Gable, 2008; Walsh and diğ., 2009; Firestein, 2006;
Worcester, 2009; Schürmann, 2006).

7. Personal Reputation
 Personal reputation represents an individual’s
collection of perceptions about others and results from
the combination of salient personal characteristics,
behaviors, and images that are observed directly over
time (Foste and Botero, 2011, 3).
 At work, reputations most likely focus on issues
related to individuals’ capacity to perform their jobs
effectively, and to be cooperative and helpful towards
others (Zinko et.al, 2011, 1).

8. Antecedents of Reputation
 Time: Reputations take time to develop, in that
observers need to perceive consistency of behavioural
demonstration across occasions (Zinko et al., 2011, 4).
 Human Capital: Human capital is the knowledge,
skills and experience of individuals and also their
willingness to share these attributes with the
organization to create value (Baron, 2011, 30).

9. Antecedents of Reputation
 Experience: Most intentional, positive reputations are
based on being known for excelling in a specific task.
 Social control and competency: In order for
individuals to influence their personal reputations,
they must be able to communicate effectively to those
around them in a manner consistent with the
reputations they wish to develop, and to do so in
influential ways (Zinko et al., 2011, 5).

10. Antecedents of Reputation
 Self-efficacy: Self-efficacy is defined as people’s belief in their
capabilities to mobilize motivation, cognitive resources and
courses of action needed to exercise control over events in their
lives (Tams, 2008, 165).
 Political behavior, political skill: Politically skilled individuals
possess greater adaptive capacity, which results in positive and
strong leader reputation (Blass and Ferris, 2007, 6).
 Social capital: Social capital is the features of social
organizations such as trust, norms and networks that can
improve the efficiency of society by facilitating co-ordinated
actions (Ferri, Deakins and Whittam, 2009, 144).

11. Consequences of Reputation
 Autonomy: Autonomy is defined as the amount of
freedom and discretion an individual has in carrying
out assigned tasks (Langfred, 2004, 385).
 Power: As individuals gain personal reputations, they
gain power, which may derive from not only formal but
also informal authority.
 Promotions and Career Success: Reputations can
have considerable influence early on, due to lack of
information that is available regarding the individual.

12. Consequences of Reputation
 Accountability: Accountability involves an
expectation or assumption that an individual will
behave in a certain manner (Hall et al., 2004, 525).
 Trust: Trust as “one party’s level of confidence in and
willingness to open oneself to the other party”.

13. Time
Autonomy
Human
capital
Experience Personal Power
Reputation
Career
Competency success
Self-
efficacy Political Accountability
behavior
Trust
Social
capital

14. Leader Reputation
 The leader is a significant symbol of any organization
and the leader’s actions and words can be more
important symbolically than operationally (Davies and
Mian, 2010, 331-332).
 The actions of the CEO and the Board of Directors
provide a role model and, thus, help foster and
entrench the ethical belief system for all the
employees (Stanwick and Stanwick, 2003, 1050).

15. Leader Reputation
 The importance of reputation in the business arena is
widely documented in the literature. In the
practitioner arena, recent studies by Gaines-Ross
(2000) and a leading consulting firm, Burson-
Marstellar (2003), show that CEO reputation accounts
for up to 50% of corporate reputation

16. Leader Reputation
 A Burson-Marsteller study revealing that CEO image
continues to be a significant determinant of share-
holder value.
 Burson-Marsteller surveyed approximately 1,400
influential business people from five key stakeholder
categories, including CEOs, other senior executives,
financial analysts, government officials, and
journalists. Findings the survey revealed include:
(Gaines-Ross, 2000, 366-367).

17. Leader Reputation
 CEO reputation can represent a staggering 45 per cent
of a company's reputation.
 Companies whose CEOs were rated `most admired' by
respondents achieved a 13 per cent annual shareholder
return, while companies whose CEOs were rated less
favorably delivered a negative 28 percent annual
shareholder return.

18. Leader Reputation
 81 percent of respondents said the CEO's reputation
would influence their opinion of a company under
media scrutiny.
 80 per cent of respondents said the CEO's reputation
would influence whether or not they would
recommend a company as a good place to work.

19. Thank you for your
participation..