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Reconsidering the Reputation—Performance Relationship: A Resource-Based View
Reputation is thought to differentiate organizations and help explain variability in their performance. A recent study contributed to knowledge about the reputation—performance relationship by depicting reputation as having two dimensions and linking each dimension to the prominence and performance of U.S. business schools. The authors propose an alternative approach that draws on the resource-based view (RBV) wherein reputation is an intangible asset that is composed of complementary and reinforcing relationships whose synergies create causal ambiguities that have positive performance implications. The authors also test a direct effect of faculty experience on prominence. Their results support the merit of the RBV model, indicating that it offers greater explanatory power. The findings suggest that reputation cannot be bought by additive and independent investments. Instead, enhancing a reputation requires managers to carefully nurture interdependencies and complex relationships. The findings also provide new insights about the determinants of business school reputation.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| JOM3603 | PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | California: SAGE 2010 |
|---|---|
| Edisi | Vol. 36 Issue 3 May 2010 |
| Subjek | Reputation Resource-based view (RBV) structural modeling |
| ISBN/ISSN | 0149-2063 |
| Klasifikasi | NONE |
| Deskripsi Fisik | 21 p. |
| Info Detail Spesifik | Journal of Management |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |