ABSTRACT
The preceding chapters have outlined four of the most common perception management contexts for organizations (i.e., crisis events, evolving controversies, anticipated controversies, and acclaim events). In addition to these contexts, there are a number of emerging issues for organizations to consider as the audiences of organizational perception management become increasingly critical in their appraisal of organizational events and the expectations put on perception managers change with societal norms. Interestingly, most of these issues relate to the notion of corporate ethics and organizational ethicality. Examples include the extensive media attention given to ethical breaches by Enron Corporation (i.e., fraudulent practices in selling energy), Martha Stewart Living Inc. (i.e., lying to SEC officials), and Marsh & McLennan Companies Inc. (i.e., insurance industry kickbacks). However, anecdotal evidence shows no clear formula for effectively presenting an image of ethicality. In some cases, images of ethicality appear to be achieved by fighting allegations of unethical behavior. For example, Microsoft has been quite effective at fighting accusations of antitrust violations brought by the U.S. Justice Department. In other cases, however, readily accepting responsibility and punishment seems to be an effective response. For instance, Martha Stewart went to jail instead of appealing what many viewed as an excessive punishment for lying to officials about a stock sale. Her image was so improved by her jail stint that her company put together a deal for a new television series, starring Martha, even while she was incarcerated. These examples suggest that the effective management of corporate images of ethicality depends on, among other things, the nature of the ethical breach as well as the focus of blame.
