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Prior work suggests that employee views of corporate reputation can influence a firm's future financial performance and that previous financial performance can also influence employee views of reputation. What is not known is which is the greater effect, or whether the virtuous circle this implies might exist, particularly in smaller firms. The aim of this paper is to test the idea of a virtuous circle linking employee views of reputation (at two levels in the organization, senior managers and front-line employees) to firm performance. Data from a survey of employees in SME Spanish accounting audit firms were used to test a model derived from theory and prior work. We find that managers' and employees' views of reputation are each influenced by prior financial performance, employees more indirectly via the views of their managers. The influence of managers' views on those of employees was in turn significant. However, the influence of both on future performance was less significant, with the views of managers having the greater effect. [ABSTRACT FROM AUTHOR]

The aim of this paper is to analyze the influence of teachers' views of corporate reputation on behavioral outcomes in educational cooperatives. Educational cooperatives are social companies that must adequately manage their intangible assets to improve their competitiveness in the education sector. However, research on how teachers perceive corporate reputation is limited. Data was obtained through a survey of 101 teachers to test the research model proposed using path analysis. The findings highlight that teachers' views of corporate reputation in educational cooperatives have significant and positive effects on employee satisfaction, retention and perceived service quality. Likewise, employee satisfaction has significant effects on teacher retention and perceived service quality. Therefore, given that employee satisfaction is a relevant variable in an educational organization's operation, employees' views of corporate reputation can be used as a strategic tool to manage and improve organizational outcomes. [ABSTRACT FROM AUTHOR]

The aim of this paper is to show how managing human capital companies are able to enhance their corporate reputation and financial performance. In particular, this preliminary study analyses the impact of human capital on reputation perceived by employees and financial performance (by means of the return on capital employed -ROCE-). Using a database of Spanish audit sector and applying an exploratory and confirmatory factor analyses, three factors of human capital are obtained (Staff Quality, Staff Management and Staff Results) which have been related to the dimensions of employees' views of reputation and ROCE through a path analysis. The results reveal that staff quality (firms with creative employees, who perform their best and think actions through, and where there is no trouble if individuals left) has a significant and positive influence on all the dimensions of reputation. Staff management (firms with clear recruitment and succession training programs, upgrade employees' skills and employees who give their all) has a significant and positive impact on resource management, ethics and media reputation. Staff results (employees are satisfied and they do not have to bring down to others' level) have a positive and significant effect on business leadership, resource management, ethics and media reputation. No significant effects are found in when human capital factors and financial performance are linked as a consequence of the financial crisis. We also obtained unexpected results in the impact of reputation perceived by employees on financial performance. In any case, a practical implication for these results is that service companies which manage adequately their human capital can increase the employee views of corporate reputation, having the factor Staff Quality a double significant and positive influence on reputation than other two factors. [ABSTRACT FROM AUTHOR]

In the current economic context where the behaviour of firms is carefully examined by the markets, the corporate reputation which is generated by organisations among their stakeholders may facilitate their success. Since employees are actively involved in its shaping and influence the overall perception of the firm's corporate reputation, the aim of this research is to improve the management of the employee views of reputation in order to increase its global evaluation. To do this, we analyse whether the existence of a characteristic management style influences the employee views of reputation, studying the effect of control variables such as employee age, gender, level of education or job position. Using a sample of 148 employees of Spanish accounting audit firms, we develop a specific tool for measuring the reputation from the employee perspective of service SMEs, as well as confirming that a strong participative management style promotes a better perception of reputation by employees than a competitive style. Hence, this study reflects that men prefer a competitive management style. Also, a high level of education along with job position has a positive impact on the preference of a participative style with the job position being the main moderating variable of the proposed model. [ABSTRACT FROM AUTHOR]

Corporate reputation is a key intangible asset for organizations, especially in intensive-staff services, because it allows creating and sustaining competitive advantages. As managers are essential in the creation and communication of reputation, the aim of this paper is to establish a model about reputation perceived by them. Thus, Human Resources, Ethics and Costumer Loyalty, Media Reputation, Good Functioning, Respect and Credibility, and Environmental Responsibility are identified as specific dimensions that affect to the reputation perceived by managers of service companies, such as accounting audit firms that operate in Spain. This will facilitate the strategic management of reputation. [ABSTRACT FROM AUTHOR]