New frontiers of the reputation-performance relationship: Insights from multiple theories

Donald D. Bergh, David J. Ketchen, Brian K. Boyd, Julianne Bergh

Research output: Contribution to journalArticlepeer-review

94 Scopus citations

Abstract

Understanding the influences on organizational performance is a key goal of the strategic management field. A prior study (Rindova, Williamson, Petkova, & Sever, 2005) offered significant progress toward this goal in the context of the concept of reputation through the application of multiple theories and alternate empirical tests. In a subsequent article (Boyd, Bergh, & Ketchen, 2010), the authors sought to extend that knowledge via the application of a third theoretical perspective and additional analyses. In this reply, the authors extend on the comments made by Rindova, Williamson, and Petkova (2010) and offer additional theoretical insights on reputation, leveraging ideas from the resource-based view, transaction cost economics, signaling theory, and social status research. The authors also attempt to lay a foundation for future inquiry by using those theories to identify a series of research questions.

Original languageEnglish (US)
Pages (from-to)620-632
Number of pages13
JournalJournal of Management
Volume36
Issue number3
DOIs
StatePublished - May 2010
Externally publishedYes

Keywords

  • Reputation
  • Resource-based view
  • Signaling theory
  • Social status
  • Transaction cost economics

ASJC Scopus subject areas

  • Finance
  • Strategy and Management

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