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Документ System of Enterprise Reputation Management(2014) Derevianko, О.Н.; Дерев’янко, О.Г.The article offers a system of enterprise reputation management directed at increase of economic benefits from formation and maintenance of high reputation in the result of maximisation of the volume of the incoming cash flows of the enterprise and also their duration and stability. It proves that reputation management, which allows achievement of economic goals of the enterprise, should be directed at key groups of stakeholders: growth of products sales is ensured by consumers, growth of internal stability – by enterprise personnel, growth of external stability – by society, including authority bodies, growth of business value – by investors, owners and partners. The article describes components of the system of enterprise reputation management, the degree of development of which are determined by three vectors: interaction with stakeholders and level of their feedback: messaging, informing, convincing and attracting; activity of the used instruments of reputation management, regularity and intensity, and also quantitative indicators of their application within the framework of directions of the product PR, corporate PR and IR, internal PR, GR and PR&CSR; level of organisational pre-requisites (functional, system and strategic) of the system of reputation management.Документ Stakeholder engagement to replace traditional activities in Reputation Management System: insights from Ukrainian food processing companies(2018) Дерев’янко, О.Г.; Derevianko, О.Н.Engaging stakeholders in reputation management processes in the digital economy, including through the use of their activity on the Internet and social networks, is a way to reduce the irrational reputation-support activity of the company’s management and staff. Given the empirical research data (sociological survey) on the Ukrainian food processing companies, the article analyzes stakeholder engagement to replace traditional activities of the company’s management and personnel in the reputation management system. As a result, the author’s hypothesis was proved that the natural development (increasing the maturity level) of the Reputation Management System (RMS) takes place towards a gradual transfer of reputation management functions from managers to enterprise stakeholders, that is, the traditional reputation activity of the company’s management and personnel is being replaced by stakeholder engagement. It is also proved that the level of development of the reputation management organizational system (organizational preconditions) should be high, but aimed not so much at ensuring the activity of the enterprise management and personnel to maintain its reputation, but rather at the involving stakeholders’ delegated to manage the company reputation.