Incongruence between organisational identity, image and reputation: implications for corporate social responsibility

Rumina Dhalla

International Journal of Business Environment, 2011, vol. 4, issue 4, 330-352

Abstract: Using a case study approach with four Canadian banks, this research explored the relationship between organisational identity, image and reputation and its implications for organisational corporate social responsibility (CSR) strategic actions. Findings suggest that congruence between identity and image leads to strategic action that will support CSR; incongruence will likely lead to hierarchical differences in organisational identity claims, multiple organisational identities, and inconsistent and unclear strategic actions that are reflected in a less robust, negative reputation. It is proposed that organisations which project an image of CSR must also integrate CSR into the identity of the organisation.

Keywords: organisational image; organisational reputation; corporate social responsibility; CSR; strategic actions; institutional environments; Canada; banks; banking; hierarchical differences; multiple identities; inconsistent actions; unclear actions; negative reputations; business environment; organisational identity; dynamic equilibrium. (search for similar items in EconPapers)
Date: 2011
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=43647 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbenv:v:4:y:2011:i:4:p:330-352

Access Statistics for this article

More articles in International Journal of Business Environment from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().