| 1. |
- Sataøen, Hogne Lerøy, 1979-, et al.
(författare)
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What we stand for : Reputation platforms in Scandinavian higher education
- 2018
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Ingår i: Universities as Agencies<em></em>. - London : Palgrave Macmillan. - 9783319927121 - 9783319927138 ; , s. 155-181
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Bokkapitel (refereegranskat)abstract
- Reputation is derived from “being known for something” (Lange, Lee, & Dai, 2010, p. 157). Accordingly, reputation and branding literatures emphasize that reputation is built from “common starting points” (van Riel, 1995, p. 35), “an innermost substance” (Kapferer, 2008, p. 95), or “irrefutable essence” (Keller, 1999, p. 45), indicating what organizations stand for, and which “each company will be able to identify” (van Riel, 1995, p. 19). The definition of these characteristics typically results from strategy processes, and may include various symbolic expressions such as core values, visions, missions, brand propositions, and taglines. Positive associations are assumed to be stimulated in the minds of observers when all external communication is derived from such platforms in a consistent manner (van Riel & Fombrun, 2007).This chapter examines the contents of reputation platforms used by Scandinavian higher education institutions. More specifically, we focus on core value statements as they are presented on these institutions’ web sites. Core value statements are prominent aspects of reputation platforms not only because they define what organizations stand for and want to be known for (Sataøen, 2015), but also because they guide any work intended to influence reputation. Whereas a number of studies have revealed higher education institutions’ interest in a favorable reputation (Aula & Tienari, 2011; Bowman & Bastedo, 2009; Christensen & Gornitzka, 2017; Wæraas & Solbakk, 2009), no research has, to our knowledge, examined the platforms defined by universities and colleges as the starting point for their reputation management efforts and distinguished between the different types of desired reputations associated with these platforms. For example, it is not known whether higher education institutions fill their reputation platforms with core values implicating a performative or a moral reputation (see chapter 1). Accordingly, we ask, which types of values do Scandinavian higher education institutions seek to be known for, and which type of reputation do they implicate?
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| 2. |
- Wæraas, Arild, et al.
(författare)
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Being All Things to All Customers : Building Reputation in an Institutionalized Field
- 2015
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Ingår i: British Journal of Management. - : Wiley-Blackwell. - 1045-3172 .- 1467-8551. ; 26:2, s. 310-326
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Tidskriftsartikel (refereegranskat)abstract
- This paper seeks to draw empirical attention to the relationship between legitimacy and reputation in institutionalized fields. Norwegian hospitals find themselves in a strongly institutionalized field and do not want to differentiate from each other, despite seeking a favorable reputation. In order to acquire insights into the conditions that prompt organizations to reject differentiation, we carried out qualitative interviews with the hospitals' communication directors. Three sets of justifications for not differentiating emerged from an inductive analysis of these interviews. Differentiation is not adapted to the universalistic needs of the hospitals, not in accordance with solidarity norms, and not a pragmatic solution. The analysis suggests that the hospitals face a trade-off between the contradictory demands of similarity and difference and hence legitimacy and reputation: They renounce the advantage of a unique reputation (i.e. competitive advantage) in order to retain the benefits of conformity (i.e. legitimacy). Implications of these findings for our understanding of the relative salience of legitimacy and reputation and the dynamics between them are discussed.
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| 3. |
- Wæraas, Arild, et al.
(författare)
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Different strokes for different folks? The translation of public values into official meanings
- 2024
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Ingår i: International Review of Administrative Sciences. - : Sage Publications. - 0020-8523 .- 1461-7226. ; 90:1, s. 3-19
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Tidskriftsartikel (refereegranskat)abstract
- It is well known that the meanings of public values can vary significantly across different settings, given their abstract nature. Despite this knowledge, however, the public values literature has not significantly examined the official meanings of public values in their local setting. Against this backdrop, on the basis of a translation perspective we examine the context-specific meanings of 219 public values as defined by the core values statements of 61 Nordic central government agencies. We show variation and patterns in the meanings, emphasizing how the meanings vary depending on whether the values are translated into (1) a work and service delivery theme, (2) an internal relations theme and (3) an external relations theme. Through these findings, the study highlights the importance of taking into consideration the official meanings of agency core values for understanding the relationship between public values and administrative behaviour.Points for practitioners: The findings from this study inform public managers and administrators of the possible variation in the official meanings that could be attributed to core values. They suggest that public managers should carefully consider how they want their agency's core values to be understood by the employees. Specifically, when translating core values, public managers are advised to assess whether the signifiers they use to translate the values should guide work and service delivery, internal relations or external relations, respectively, or a combination. By drawing attention to the intended meanings of core values, the findings create increased awareness of how different translations of core values implicate different administrative behaviours.
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| 4. |
- Wæraas, Arild, et al.
(författare)
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Tous les goûts sont-ils dans la nature ? La traduction des valeurs publiques en significations officielles
- 2024
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Ingår i: Revue Internationale des Sciences Administratives. - : IIAS. - 0303-965X .- 2411-2909. ; 90:1, s. 5-22
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Tidskriftsartikel (refereegranskat)abstract
- Il est bien connu que les significations données aux valeurs publiques peuvent varier considérablement d’un cadre à l’autre, compte tenu de leur nature abstraite. Malgré cette conscience, cependant, la littérature sur les valeurs publiques n’a pas réellement examiné les significations officielles données aux valeurs publiques dans leur contexte local. Dans ce contexte, sur la base d’une perspective de traduction, nous examinons les significations propres au contexte de 219 valeurs publiques telles que définies par les énoncés de valeurs fondamentales de 61 agences gouvernementales centrales nordiques. Nous faisons apparaître les variations et les modèles dans les significations, en soulignant comment les significations varient selon que les valeurs sont traduites dans (1) un thème de travail et de prestation de services, (2) un thème de relations internes et (3) un thème de relations externes. À travers ces résultats, l’étude souligne l’importance de prendre en considération les significations officielles des valeurs fondamentales des agences pour comprendre la relation entre les valeurs publiques et le comportement administratif.Remarques à l’intention des praticiens: Les résultats de cette étude informent les gestionnaires et les administrateurs publics de la possible variation des significations officielles qui pourraient être attribuées aux valeurs fondamentales. Ils suggèrent que les gestionnaires publics devraient examiner attentivement comment ils souhaitent que les valeurs fondamentales de leur agence soient comprises par les employés. Plus précisément, lors de la traduction des valeurs fondamentales, il est conseillé aux gestionnaires publics d’évaluer si les signifiants qu’ils utilisent pour traduire les valeurs devraient guider le travail et la prestation services, les relations internes ou externes, respectivement, ou une combinaison. En attirant l’attention sur les significations voulues des valeurs fondamentales, les conclusions font mieux prendre conscience de la façon dont les différentes traductions des valeurs fondamentales impliquent différents comportements administratifs.
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