05
Modelling and Managing Corporate Reputation
In previous chapters we defined corporate reputation as stakeholders’ general attitude towards a company that generates their support. The legitimacy theory allowed us to identify possible sources of support, such as personal or collective interest (pragmatic legitimacy), social acceptance of corporate goals and procedures (moral legitimacy), technological and human resource capabilities (structural legitimacy) and the appeal of the leader (charismatic legitimacy).[1]
The planned behaviour theory (Ajzen, 1991) takes another step forward and presents mechanisms that turn attitudes into behaviours. First, it establishes that an intention or disposition to act is the key variable of the behaviour’s ...
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