Online Corporate Reputation Management and IT: From Reactive to Proactive Organizations

Online Corporate Reputation Management and IT: From Reactive to Proactive Organizations

Alberto Francesconi, Claudia Dossena
ISBN13: 9781466645103|ISBN10: 1466645105|EISBN13: 9781466645110
DOI: 10.4018/978-1-4666-4510-3.ch012
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MLA

Francesconi, Alberto, and Claudia Dossena. "Online Corporate Reputation Management and IT: From Reactive to Proactive Organizations." Trends in E-Business, E-Services, and E-Commerce: Impact of Technology on Goods, Services, and Business Transactions, edited by In Lee, IGI Global, 2014, pp. 206-228. https://doi.org/10.4018/978-1-4666-4510-3.ch012

APA

Francesconi, A. & Dossena, C. (2014). Online Corporate Reputation Management and IT: From Reactive to Proactive Organizations. In I. Lee (Ed.), Trends in E-Business, E-Services, and E-Commerce: Impact of Technology on Goods, Services, and Business Transactions (pp. 206-228). IGI Global. https://doi.org/10.4018/978-1-4666-4510-3.ch012

Chicago

Francesconi, Alberto, and Claudia Dossena. "Online Corporate Reputation Management and IT: From Reactive to Proactive Organizations." In Trends in E-Business, E-Services, and E-Commerce: Impact of Technology on Goods, Services, and Business Transactions, edited by In Lee, 206-228. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-4510-3.ch012

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Abstract

According to the Resource-Based View, the Corporate Reputation (CR) is seen as a core resource and a major factor in gaining competitive advantage. Thanks to the development of Web-based technologies, stakeholders can easily spread their own perspective about an organization, its products, services, brands, members and so forth, affecting its online CR. This work focuses on “online corporate reputation” and the exploitation of IT (Online Reputation Management Systems) to support the related management practices. Taking a pragmatic approach, the authors develop a case-study based on the experience developed by an Italian leading e-service provider.

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