ABSTRACT
This chapter explores the findings and highlights some of the implications for managing reputation and responsibility on a global scale. A survey of US companies finds that two of every three business leaders today believe that corporate social responsibility (CSR) makes a tangible contribution to the bottom line. For the past several years, practitioners have built a business case for action based on this linkage between CSR and reputation. In this context, practitioners need a more sophisticated understanding of how the public sees CSR and which of its multiple dimensions are the most significant drivers of corporate reputation. And, in a global economy, where reputational risks abound and CSR investments are expected to create reputational value, a more nuanced view on how national culture and traditions factor into this CSR Reputation equation is essential. For the 2008 data collection, the author worked with Reputation Institute to analyze how CSR, in its several dimensions, factors into companies' reputations.
