Balancing between Legitimacy and Distinctiveness in Corporate Messaging: A Case Study in the Oil Industry
This paper shows how 6 large oil companies express their identity by using 2 messaging patterns in managing legitimacy and distinctiveness. In the first pattern (aiming at legitimacy), companies focus on transparency, sincerity and consistency to build understanding and acceptance among stakeholders...
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| Veröffentlicht in: | Corporate reputation review 2011-12, Vol.14 (4), p.273-299 |
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| container_title | Corporate reputation review |
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| creator | van Halderen, Mignon D van Riel, Cees B M Brown, Tom J |
| description | This paper shows how 6 large oil companies express their identity by using 2 messaging patterns in managing legitimacy and distinctiveness. In the first pattern (aiming at legitimacy), companies focus on transparency, sincerity and consistency to build understanding and acceptance among stakeholders. In the second pattern (aimed at distinctiveness) companies take a more provocative standpoint in a public debate to facilitate competitive advantage. We develop a theoretical framework and propositions explaining
when
and
how
oil companies adopt 1 of the 2 patterns depending on their existing reputation, experienced institutional pressures
and
their organizational identity. |
| doi_str_mv | 10.1057/crr.2011.19 |
| format | Article |
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when
and
how
oil companies adopt 1 of the 2 patterns depending on their existing reputation, experienced institutional pressures
and
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when
and
how
oil companies adopt 1 of the 2 patterns depending on their existing reputation, experienced institutional pressures
and
their organizational identity.</description><subject>Business and Management</subject><subject>Case studies</subject><subject>Communication</subject><subject>Corporate Communication/Public Relations</subject><subject>Corporate identity</subject><subject>Corporate image</subject><subject>Legitimacy</subject><subject>Management</subject><subject>Managers</subject><subject>Marketing</subject><subject>Organization theory</subject><subject>Perceptions</subject><subject>Petroleum industry</subject><subject>Reputation management</subject><subject>Reputations</subject><subject>Statistical analysis</subject><subject>Studies</subject><subject>The Contributor</subject><issn>1363-3589</issn><issn>1479-1889</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2011</creationdate><recordtype>article</recordtype><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><recordid>eNptkE1PwzAMhisEEmNw4g9EXKEjado04TbK16ShHYBzlKTeyDTSkaSg_nsyDYkLJ1vW49fyk2XnBE8Irupr4_2kwIRMiDjIRqSsRU44F4epp4zmtOLiODsJYY1xgXlFR5m9VRvljHUrpCF-Azg0h5WN9kOZASnXojsbonUm2i9wEAKyDjWd33ZeRUDPaaJWafsGTVGjAqCX2LfDDorvgBZ2g2au7UP0w2l2tFSbAGe_dZy9Pdy_Nk_5fPE4a6bz3NCCx1zzUgM1S4pBs4pWlDHKGa2hbjkpCsNNW-K6LgUrGSkLzRQpALQoNdWUt4yOs4t97tZ3nz2EKNdd7106KQWuREk5rhJ0uYeM70LwsJRbn172gyRY7lTKpFLuVEoiEn21p0Oi3Ar8X-R_-A9JTnVb</recordid><startdate>20111201</startdate><enddate>20111201</enddate><creator>van Halderen, Mignon D</creator><creator>van Riel, Cees B M</creator><creator>Brown, Tom J</creator><general>Palgrave Macmillan UK</general><general>Palgrave Macmillan</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>88C</scope><scope>88G</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>GNUQQ</scope><scope>K60</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0T</scope><scope>M2M</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope></search><sort><creationdate>20111201</creationdate><title>Balancing between Legitimacy and Distinctiveness in Corporate Messaging: A Case Study in the Oil Industry</title><author>van Halderen, Mignon D ; 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In the first pattern (aiming at legitimacy), companies focus on transparency, sincerity and consistency to build understanding and acceptance among stakeholders. In the second pattern (aimed at distinctiveness) companies take a more provocative standpoint in a public debate to facilitate competitive advantage. We develop a theoretical framework and propositions explaining
when
and
how
oil companies adopt 1 of the 2 patterns depending on their existing reputation, experienced institutional pressures
and
their organizational identity.</abstract><cop>London</cop><pub>Palgrave Macmillan UK</pub><doi>10.1057/crr.2011.19</doi><tpages>27</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 1363-3589 |
| ispartof | Corporate reputation review, 2011-12, Vol.14 (4), p.273-299 |
| issn | 1363-3589 1479-1889 |
| language | eng |
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| source | Business Source Complete; SpringerLink Journals - AutoHoldings |
| subjects | Business and Management Case studies Communication Corporate Communication/Public Relations Corporate identity Corporate image Legitimacy Management Managers Marketing Organization theory Perceptions Petroleum industry Reputation management Reputations Statistical analysis Studies The Contributor |
| title | Balancing between Legitimacy and Distinctiveness in Corporate Messaging: A Case Study in the Oil Industry |
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