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Frontmatter. - Part I: Theoretical Foundations. -- Chapter 1: Reputation, Reputational Risk And Reputational Crisis In The Banking Industry: State Of The Art And Concepts For Improvements. - Chapter 2: Reputation, Reputational Crisis And Corporate Social Responsibility Of Banks: Measurement And Relationships -- Part II: Learning From Case Studies -- Chapter 3: The Libor Case And Focus On Barclays -- Chapter 4: The Case Study Of Goldman Sachs -- Chapter 5: The Case Study Of Lehman Brothers -- Chapter 6: Unicredit And Reputation: A Journey Integrating Stakeholders' Perceptions Into Business Planning And Strategies -- Chapter 7: Intesa Sanpaolo: A Case Study On Reputation Management And Its Relationship To Corporate Social Reputation -- Part III: From Experience To Knowledge -- Chapter 8: Managing Reputation: Reflections And Operational Suggestions.
In: Public money & management: integrating theory and practice in public management, S. 1-13
ISSN: 1467-9302
In: Proceedings of 19th International Business Research Conference 2012
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Working paper
In: Corporate social responsibility and environmental management, Band 24, Heft 6, S. 589-605
ISSN: 1535-3966
AbstractThe relationships between sustainable behavior, firm reputation, and economic performance are significant issues that continue to become more important. Corporate reputation has important implications for economic performance while corporate social responsibility engagement is considered a key determinant of reputation. The aim of this study is to empirically test such relationships regarding the banking sector and for the sub‐prime crisis period (2008–2012). We apply our hypothesis to 75 large international banks using Reputation Institute and ASSET4 data and adopting a multiple econometric approach. Our initial results are encouraging and consistent with the existing literature: bank reputation is positively related to accounting performance and is negatively related to leverage and riskiness profiles. However, while a positive relationship between reputation and social performance exists, relationships between reputation, corporate governance, and environmental performance are always negative. We discuss these results by identifying related causes and by presenting avenues for future research. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment
In: Socio-economic planning sciences: the international journal of public sector decision-making, Band 93, S. 101880
ISSN: 0038-0121
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Working paper