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In: "Reputation Shifting," Journal of Public Affairs, Vol. 10, (11): 280 - 299
SSRN
In: Stiftung & Sponsoring: das Magazin für Non-Profit-Management und -Marketing, Heft 2
ISSN: 2366-2913
In: The Salisbury review: a quarterly magazine of conservative thought, Band 26, Heft 1, S. 63-65
ISSN: 0265-4881
In: Contexts / American Sociological Association: understanding people in their social worlds, Band 7, Heft 3, S. 78-79
ISSN: 1537-6052
In: Security studies, Band 14, Heft 1, S. 34-62
ISSN: 1556-1852
SSRN
In: Management for Professionals
Reputation is one of the most complex assets of an organization. Despite the call for consistent management of corporate reputatation, comprehensive approaches to measure and steer a company's reputation are still in their infancy. Reputation management aims at creating a balance between stakeholder demands, prceptions and corporate reality in order to foster behavior that helps a company achieve its business goals
In: Jahrbuch Normative und institutionelle Grundfragen der Ökonomik 4.2005
In: Kölner Zeitschrift für Soziologie und Sozialpsychologie: KZfSS, Band 55, Heft 3, S. 566-571
ISSN: 0023-2653
Das institutionalisierte Rating von Verkäufen bei Internet-Auktionen ist ein wirksames Instrument, um Kooperation bei Transaktionen hervorzurufen. Auf Grund dieses Systems haben Verkäufer ein Interesse, in Reputation zu investieren und sich kooperativ zu verhalten. Wir haben diese Zusammenhänge, insbesondere die Frage nach der Existenz und dem Ausmaß einer "Prämie auf Reputation", empirisch untersucht (Diekmann und Wyder 2002). Ulrich Brinkmann und Matthias Meifert formulieren nun in einer Replik auf unsere Studie verschiedene Einwände, die wir in diesem Beitrag diskutieren. Insbesondere setzen wir uns mit der Kritik an der Messung von Reputation auseinander. Weiterhin gehen wir der Frage nach, ob die Institutionalisierung eines Reputationssystems hinreichend ist, um Kooperation hervorzubringen und zu stabilisieren, oder ob es dazu äußerer Sanktionsinstanzen bedarf, wie Brinkmann und Meifer argumentieren. Diese Frage kann allerdings nur anhand weiterer experimenteller oder Simulationsstudien beantwortet werden.
In: Journal of public affairs, Band 20, Heft 1
ISSN: 1479-1854
This paper introduces the concept of reputation‐set, identifies and discusses two major bases for reputation that characterize such sets, specifying ascription‐sets and achievement‐sets, and proposes a series of theoretical propositions about the functioning of reputation‐sets. In addition, we introduce the concept of reputation maps, which are heuristic depictions of the central variables in reputation‐set management, and provide a means to track and assist in management of such sets. The growth of social media outlets (e.g., Twitter, Facebook, and Instagram) has accelerated attacks on reputation, and the speed with which such attacks can be launched. This requires a more systematic understanding of the structure and functioning of reputational systems and, in particular, of reputation‐sets.
In: Security studies, Band 14, Heft 1, S. 31-58
ISSN: 0963-6412
In: The Journal of social psychology, Band 59, Heft 2, S. 283-288
ISSN: 1940-1183
In: Management extra
Stuck for ideas, inspiration or just want to work differently? Management Extra brings all the best management thinking together in one package. The books are practical and well structured to provide an in depth treatment of these management topics. Titles in the series: * Business Environment * Change Management * Development for High Performance * Effective Communications * Financial Management * Information and Knowledge Management * Leadership and Management in Organisations * Leading Teams * Making Sense of Data and Information * Managing Markets and Customers * Managing for Results * Managing Health, Safety and Working Environment * Managing Legal and Ethical Principles * Managing Yourself * Positive Working Relationships * Project Management * Quality and Operations Management * Reaching Your Goals Through Innovation * Recruitment and Selection * Reputation Management The series fuses key theories and concepts with applied activities to help managers examine how they work in practice. The books are created with individuals in mind. They are designed to help you improve your management skills. Management Extra can also be used in conjunction with management programmes of study aligned to standards. Each of the books has case studies, self assessments and activities all underpinned by knowledge and understanding of the frameworks and techniques required to improve performance. Management Extra provides managers and trainers with a handbook for action and development. "You found it - what a find! A practical resource packed with all the relevant theory and suggested activities to support your professional development. An essential resource to have at your fingertips, jump in and enjoy."--Russell Jeans, Learning and Development Manager, ntl "All the essential concepts are here, presented in an easily digestible format with lots of up to date case studies and references - but, most importantly, with plenty of thought provoking activities and self-diagnostic exercises to make the learning personal and transferable."--Peter Manning, Head of Training & Development, News International Newspapers Ltd * Structured, well-presented material in a large format-ideal for training and self-study * Focused on the skills and knowledge needed to improve performance * Series books cover a broad range of practical management topics