Bridging organizational identity and reputation messages online: a conceptual model

Abstract

Purpose

The purpose of this paper is to propose a conceptual model that can be used to bridge organizational identity and reputation messages. The proposed model may help organizations more-effectively build and maintain both their desired identity as well as reputation.

Design/methodology/approach

The qualitative and exploratory procedure was used to develop a model for simultaneously managing and measuring both identity and reputation messages. The process of conceptualizing an exploratory, qualitative value model begins with identifying relevant concepts and measures. A qualitative review of reputation and identity scholarship was examined for recurring themes and concepts. These themes were then used to formulate the identity and reputation functions and value measures.

Findings

The proposed conceptual model presents characteristics and attributes that scholars and practitioners may need to consider when managing an organization’s identity and reputation messages online. The paper also presents potential applications of the model.

Practical implications

The proposed qualitative value model, if further tested and quantified, has three potential applications: integrating identity and reputation messages across multiple platforms; telling stories reflective of both identity and reputation messages; and determining the value of attribution across contingencies.

Originality/value

Considering the interrelated nature of identity and reputation messages, it is necessary to formulate a model delineating how the two may be bridged with one another. By proposing the conceptual model for how organizations may be able to align their identity messages with reputation messages, this paper hopes to establish a more conscious connection between the identity and reputation scholarship.

Citation

Huang-Horowitz, N.C. and Freberg, K. (2016), "Bridging organizational identity and reputation messages online: a conceptual model", Corporate Communications: An International Journal, Vol. 21 No. 2, pp. 195-212. https://doi.org/10.1108/CCIJ-06-2014-0034