Title: Incongruence between organisational identity, image and reputation: implications for corporate social responsibility
Authors: Rumina Dhalla
Addresses: Department of Business, College of Management and Economics, Room 227, J.D. MacLachlan Building, University of Guelph, 50 Stone Road East, Guelph, Ontario, N1G 2W1, Canada
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.
International Journal of Business Environment, 2011 Vol.4 No.4, pp.330 - 352
Published online: 27 Sep 2014 *Full-text access for editors Access for subscribers Purchase this article Comment on this article