scholarly journals Perceptions of the corporate identity management process in South Africa

2008 ◽  
Vol 39 (3) ◽  
pp. 11-20 ◽  
Author(s):  
G. Bick ◽  
R. Abratt ◽  
A. Bergman
Keyword(s):  
South African ◽  
Identity Management ◽  
Corporate Identity ◽  
Management Process ◽  
Senior Executives ◽  
Senior Managers ◽  
Depth Study ◽  
Good Reputation ◽  
A Company

This article reports on a qualitative study of how the corporate identity management process is perceived and managed by senior executives in large South African companies. The concepts of identity, corporate reputation, corporate branding, and the corporate identity management process are discussed. It is suggested that these concepts create confusion among executives and academics and therefore the image and reputation of a company may be affected. Results are reported from an in-depth study of 14 senior managers and directors from 8 large companies. Key recommendations are made and a step-by-step guide is given on how to develop an effective and successful corporate identity, leading to a good reputation in the long term.

The Corporate Identity Management Process Revisited

2003 ◽  
Vol 19 (7-8) ◽  
pp. 835-855 ◽  
Author(s):  
Geoff Bick ◽  
Marciene C. Jacobson ◽  
Russell Abratt
Keyword(s):  
Identity Management ◽  
Corporate Identity ◽  
Management Process

scholarly journals Knowledge sharing processes with the participation of key employees

Management ◽  
2013 ◽  
Vol 17 (2) ◽  
pp. 16-30
Author(s):  
Mieczysław Morawski
Keyword(s):  
Knowledge Sharing ◽  
Theoretical Research ◽  
Senior Executives ◽  
Skilled Workers ◽  
Top Managers ◽  
Verification Conditions ◽  
Research Findings ◽  
Questionnaire Surveys ◽  
A Company

Summary Knowledge sharing processes with the participation of key employees The fundamental of the most important problems of human capital management, especially in relation to knowledge management is theoretical research and application verification conditions, motives and methods to encourage key employees of companies to communicate the knowledge of low-skilled workers. Key personnel represent top-class professionals. They include top managers, senior executives of long-term employment in a company and specialists presenting unique knowledge and skills. The Author presents research findings based on questionnaire surveys made up of a sample consisting of fifty companies operating in Poland.

Innovation and Corporate Reputation Innovation and Corporate Reputation

2012 ◽  
pp. 264-277
Author(s):  
Michael Brown ◽  
Paul Turner
Keyword(s):  
Competitive Advantage ◽  
Corporate Reputation ◽  
Intangible Assets ◽  
Business Success ◽  
Innovation Capability ◽  
Effective Implementation ◽  
Good Reputation ◽  
A Company

As much as 75% of a company’s value derives from its intangible assets. One of the most important of these intangible assets is corporate reputation. The Britain’s Most Admired Company surveys into corporate reputation includes nine characteristics, one of these is a company’s ‘capacity to innovate’. Surveys between 1990 and 2009 show that a good reputation for innovation does not guarantee a good overall reputation; nor does a reputation for innovation lead to business success. However, where a company has a reputation for innovation and is able to manage other characteristics, there is a better chance that this company will develop its innovation capability into long-term competitive advantage and profitability. Central to this conclusion is converting innovation into enhanced processes, products or services through effective implementation. The research identifies key attributes of companies that combine a reputation for innovation, with a good corporate reputation overall and business success.

scholarly journals Business reputation of the company as one of the most important components of the company's success

2021 ◽  
pp. 29-32
Author(s):  
Hanna KOVALOVA ◽  
Adil Mohamed Abdalla Sultan AL ALI ◽  
Viktor ZAMLYNSKYI
Keyword(s):  
Business Processes ◽  
Positive Impact ◽  
Reputation Management ◽  
Intangible Asset ◽  
Noticeable Effect ◽  
Business Plans ◽  
Good Reputation ◽  
Corporate Business ◽  
A Company

The paper examines the company's business reputation in detail as one of the most important components of a company's success. Currently, there is no doubt that goodwill is the most important intangible asset of the enterprise, despite the fact that it differs significantly from other intangible assets in its content, methods of acquisition or disposal, valuation methods. The paper presents an analysis of the issue of business reputation and shows its relevance, reveals such concepts as “reputation”, “business reputation”, methods of management and evaluation of business reputation of the company. Today, the problem of reputation management is experiencing a real peak of its relevance. “Reputation – a valuable intangible asset of the company, which accumulates over the years and can be destroyed immediately” – this phrase in one variation or another is constantly heard at conferences, flashes on the pages of business publications, appears in corporate business plans. Experts agree that a good reputation makes a company more attractive to investors, increases its capitalization, increases income, provides a stronger position in entering new markets and supports the general population. Obviously, to achieve a noticeable effect, any actions to manage business reputation, taken by the organization, must be long-term and systematic, be integrated into key business processes. Researchers publish research results that prove the positive impact of reputation on other parameters of the business model. There is no doubt that reputation must be managed. Therefore, this is exactly what was described in detail in the paper.

The Corporate Identity Management Process Revisited

2003 ◽  
Vol 19 (7) ◽  
pp. 835-855 ◽  
Author(s):  
Geoff Bick ◽  
Marciene C. Jacobson ◽  
Russell Abratt
Keyword(s):  
Identity Management ◽  
Corporate Identity ◽  
Management Process

scholarly journals Reaching for the Stars: The Role and Value of Digital Reputation

2020 ◽  
Vol 12 (2) ◽  
pp. 18-21
Author(s):  
Alessandro Gandini
Keyword(s):  
Direct Relationship ◽  
Social Network Sites ◽  
Reputation Management ◽  
Intangible Asset ◽  
Rating Systems ◽  
Good Reputation ◽  
Old Economy ◽  
Economic Transaction ◽  
A Company

AbstractIn the old economy, reputation was considered an important but somewhat underestimated intangible asset. In the digital economy, the significance of reputation is expanded in scope. It enables the building of trust among “quasi-strangers” who engage in an economic transaction. Reputation scores, usually in the form of feedback, ranking and rating systems, facilitate the building of trust in the absence of a direct relationship between sellers and buyers. Concomitantly with the rise of social network sites and the proliferation of metrics and analytics of all kinds, the era of the “reputation economy” has dawned. A good reputation usually brings further good evaluations. On the other hand, a bad reputation can be a long-term setback for a company. Having no reputation means virtual non-existence in the eyes of today’s consumers. Professional reputation management is therefore a core task that makes a decisive contribution to the success of a company.

scholarly journals Risk management for a typical petroleum, oil and gas company in South Africa

2009 ◽  
Vol 6 (4) ◽  
pp. 346-356
Author(s):  
Jacobus Young
Keyword(s):  
Risk Management ◽  
South African ◽  
Oil And Gas ◽  
Management Process ◽  
Management Framework ◽  
Risk Management Framework ◽  
Risk Management Process ◽  
Oil And Gas Companies ◽  
A Company ◽  
Petroleum Oil

Risk management is becoming an important management discipline for most organisations including petroleum, oil and gas companies. However, before risks can actually be managed, it is imperative to ensure that a risk management framework is embedded. This research aims to research the general approach to a risk management process for a typical petroleum, oil and gas company operating in the South African industry and to determine the primary risk types for such a company. The result of this research could serve as an awareness instrument for petroleum, oil and gas industries to support and establish an effective risk management process, while striving to achieve industry and economic objectives. Furthermore, to serve as a working platform for those companies that is still in early stages of developing a practical risk management solution.

scholarly journals Human Resources: Overview of the Company's reputation from weaknesses, strengths and challenges in a crisis

2020 ◽  
Vol 1 (2) ◽  
pp. 6-10
Author(s):  
Chencho Dorji
Keyword(s):  
Mass Media ◽  
Human Resources ◽  
Media Coverage ◽  
Company Reputation ◽  
Good Reputation ◽  
A Company

This article discusses the human resources of the company reputation review of the weaknesses, strengths, and challenges in the crisis. A company that has a good reputation will be more attractive to qualified prospective employees, get free mass media coverage so it doesn't require large advertising costs, and get other benefits that contribute to company profits. Steps are needed to be taken to overcome the crisis by analyzing the crisis in depth, systematically, informatively, and descriptively of the crisis that occurred through a neatly prepared report. HR development is generally more focused on the long-term needs of the organization. The results are indirect and can be measured in the long term.

Should a 60 per cent success rate be acceptable?

2005 ◽  
Vol 37 (7) ◽  
pp. 331-335 ◽  
Author(s):  
Stephen Harvard Davis
Keyword(s):  
Systematic Approach ◽  
Senior Executives ◽  
Senior Managers ◽  
Bottom Line ◽  
Content Type ◽  
Induction Process ◽  
Business Competitiveness ◽  
Corporate Profits ◽  
Short Time ◽  
A Company

PurposeDespite huge amounts of time and effort allocated to the recruitment of executives and senior managers, the recruitment process produces an unacceptable failure rate that reduces business competitiveness and corporate profits. The purpose of this paper is to investigate this in order to find a solution.Design/methodology/approachThe paper presents an observation of companies that experienced executive failure and over 25 exit interviews of senior executives who left jobs within 18 months.Findingsthe paper finds that a systematic approach to induction for new executives can reduce the risk of failure. This systematic approach contains a number of structured meetings after the appointment has been made as well as actions that a company can undertake to increase the chances of executive success. Such an induction must, however, be driven by the company and provide the new executive with as much information and support as possible in the initial six months.Originality/valueThe costs of executive failure can be substantial and affect bottom‐line results. By introducing an effective executive induction process it is possible to develop an effective executive in a short time, while adding to bottom‐line results.

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