{"id":472179,"date":"2016-02-29T13:19:38","date_gmt":"2016-02-29T12:19:38","guid":{"rendered":"https:\/\/llyc.global\/ideas\/reputation-triggering-value-in-others\/"},"modified":"2026-08-10T15:56:59","modified_gmt":"2026-08-10T13:56:59","slug":"reputation-triggering-value-in-others","status":"publish","type":"post","link":"https:\/\/llyc.global\/en\/ideas\/uno\/reputation-triggering-value-in-others\/","title":{"rendered":"Reputation: triggering value in others"},"content":{"rendered":"

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It is currently a necessity for companies to ensure that the reputation that they build is relevant to their strategic goals. The goal is to associate their reputation with their development plans, their key stakeholders, and a clear focus on the creation of sustainable value in a globalised and shared world. The nodal point lies in the distinction that all of society grants to an organisation when it attains the compliance and trust indicators required by each of its stakeholders, at different points of its processes.<\/p>\n

Organisations with \u201cnew management systems, programmes, and plans (…) for development, ensuring their long-term permanence, and creating a harmonious environment that ensures a more humane society, are required. Success is defined in different ways depending on each sector: for companies, success and financial well-being; for governments, retaining power to continue their social welfare projects; for non-governmental organisations, a common good based on proper action. In all cases, emphasis should be placed on two aspects: creating social and environmental harmony, and promoting a society where the best of human capacity flourishes\u201d (Gonz\u00e1lez Almaguer, 2012). ((Gonz\u00e1lez Almaguer, J. d. (2012). Reputaci\u00f3n Corporativa y Responsabilidad Social, nuevas formas de gesti\u00f3n. In C. Guti\u00e9rrez Vidal, XIX Anuario de investigaci\u00f3n de la Comunicaci\u00f3n. CONEICC. (pp. 203-213). M\u00e9xico: Consejo Nacional para la Ense\u00f1anza y la Investigaci\u00f3n de las Ciencias de la Comunicaci\u00f3n.))<\/p>\n

The goal is to associate their reputation with their development plans, their key stakeholders, and a clear focus on the creation of sustainable value in a globalised and shared world<\/p><\/blockquote>\n

Reputation with a unique meaning to stand out in the market<\/strong><\/p>\n

By meeting these conditions, an ethical level is attained that gives a unique meaning to reputation. Society values many factors:<\/p>\n

a) The leadership of a company and its executives implies that there is a proposition for society to integrate its value creation model. It means that social leadership is assumed and followers are expected to be acquired: future entrepreneurs who find aspirational elements in its story; providers who adopt <\/a>the measures required to join its sustainable value chain; users and consumers who become brand ambassadors because they agree with its defence of ethical values.<\/p>\n

b) Incubating inclusive social and innovation value in the market.<\/p>\n

c) Triggering the creation of value in other communities, not only in the one where financial capital lies.<\/p>\n

d) Facilitating shared platforms for the creation of social and human value.<\/p>\n

e) Giving visibility to producers and the destination of inputs from cradle to grave.<\/p>\n

f) Products and services with a human history that create more equality in the world.<\/p>\n

Reputation and social licence<\/strong><\/p>\n

Jennifer Mart\u00ednez points out that \u201dcompanies that promote CSR practices reduce informational asymmetries, shareholders have more information and value companies with a lower risk, so they demand lower returns, that is, a lower capital cost for companies\u201d (Mart\u00ednez Ferrero, 2014). ((Mart\u00ednez Ferrero, J. (July\u2013December 2014). Consecuencias de las pr\u00e1cticas de sostenibilidad en el coste de capital y en la reputaci\u00f3n corporativa. Revista de Contabilidad. Volume 17, Issue 2, 153-162.)) As the capital cost decreases with risk, organisations that share information benefit from this reduction. This approach has encouraged the creation of \u2018green\u2019 stock indices: there is a link between sharing information, decreasing uncertainty, management transparency, ethical accountability, and the creation of shared value.<\/p>\n

Shareholders who wish to invest their capital in low-risk businesses appreciate that those companies with the best reputation establish virtuous models with greater harmony between the company growth, its contribution to the maturity of society, and ecosystem sustainability.<\/p>\n

Thus the organisation is granted a \u2018social licence\u2019 to operate, as it is implicitly and explicitly acknowledged that its activities are desirable for society<\/p><\/blockquote>\n

Corporate reputation emerges, in the long term, from the image that stakeholders have of the organisation, on the basis of the information provided in all the platforms available. Its basis is the Legitimacy Theory, which involves a \u201csocial contract\u201d between the company and the community of which it is part. Thus the organisation is granted a \u201c\u2018social licence\u201d to operate, as it is implicitly and explicitly acknowledged that its activities are desirable for society.<\/p>\n

The importance of reputation gives stakeholders the capacity to become shareholders. This transition is crucial: the point is not merely being a user, shareholder, consumer, regulator, or provider, but rather establishing the conditions for each of them to be an \u201cowner\u201d of the company. Thus, the owners are the captains of the organisation\u2019s destiny and will jointly care for its reputation.<\/p>\n","protected":false},"excerpt":{"rendered":"

  It is currently a necessity for companies to ensure that the reputation that they build is relevant to their strategic goals. The goal is to associate their reputation with their development plans, their key stakeholders, and a clear focus on the creation of sustainable value in a globalised and shared world. The nodal point […]<\/p>\n","protected":false},"author":7,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[86],"class_list":["post-472179","post","type-post","status-publish","format-standard","hentry","category-ideas"],"acf":[],"yoast_head":"\nReputation: triggering value in others - LLYC<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/llyc.global\/en\/ideas\/uno\/reputation-triggering-value-in-others\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Reputation: triggering value in others\" \/>\n<meta property=\"og:description\" content=\"  It is currently a necessity for companies to ensure that the reputation that they build is relevant to their strategic goals. 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