Handbook of Research on International Advertising
Show Less

Handbook of Research on International Advertising

Edited by Shintaro Okazaki

The Handbook of Research on International Advertising presents the latest thinking, experiences and results in a wide variety of areas in international advertising. It incorporates those visions and insights into areas that have seldom been touched in prior international advertising research, such as research in digital media, retrospective research, cultural psychology, and innovative methodologies.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 16: A Comparative Study of Corporate Reputation between China and Developed Western Countries

Yang Zhang and Manfred Schwaiger


Yang Zhang and Manfred Schwaiger INTRODUCTION Corporate reputation has been enthralling academics as well as top executives for quite a while. Corporate reputation is one of the most valuable intangible assets, as it is extremely hard to imitate by competitors. As an effective management tool, corporate reputation helps firms to achieve sustainable competitive advantages. A fine reputation not only increases customer confidence in products, services and advertising claims but also lowers cognitive dissonance, as it acts as a surrogate for information (Eberl 2006; Fombrun and van Riel 1998; Goldberg and Hartwick 1990; Lafferty and Goldsmith 1999). Via better customer retention (Caminiti 1992; Preece et al. 1995; Rogerson 1983) firms can achieve price premiums and higher purchase rates (Klein and Leffler 1981; Milgrom and Roberts 1986). Companies showing a strong reputation have better access to capital markets, which decreases capital costs (Beatty and Ritter 1986; Wiedmann and Buxel 2005). Moreover, private investors’ stock buying and holding behavior is affected by a company’s reputation, whereby effects are intensified in stock market crises (Schütz and Schwaiger 2007). Several studies (e.g., Caminiti 1992; Dowling 1986; Eidson and Master 2000; Nakra 2000; Preece et al. 1995; Turban and Cable 2003) report higher recruiting and employee retention rates among companies with stronger reputations, thus helping a company to win the war for talents. Finally, a good reputation pays off in terms of general advantages in conducting negotiations with suppliers (Schwalbach 2000) and other stakeholder groups (Brown 1997; Cordeiro and Sambharya 1997; Deephouse 1997; Fombrun 1996;...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.