[et_pb_section admin_label=”Secci\u00f3n” fullwidth=”off” specialty=”off” transparent_background=”off” background_color=”#ffffff” allow_player_pause=”off” inner_shadow=”off” parallax=”off” parallax_method=”off” custom_padding=”10px||0px|” padding_mobile=”on” make_fullwidth=”off” use_custom_width=”off” width_unit=”on” make_equal=”off” use_custom_gutter=”off”][et_pb_row admin_label=”Fila” make_fullwidth=”on” use_custom_width=”off” width_unit=”on” use_custom_gutter=”off” padding_mobile=”on” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” parallax_1=”off” parallax_method_1=”off” column_padding_mobile=”on” custom_padding=”||0px|”][et_pb_column type=”4_4″][et_pb_text admin_label=”Five ways to improve corporate reputation” background_layout=”light” text_orientation=”left” use_border_color=”off” border_color=”#ffffff” border_style=”solid”]<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section admin_label=”Secci\u00f3n” fullwidth=”off” specialty=”off”][et_pb_row admin_label=”Fila” make_fullwidth=”on” use_custom_width=”off” width_unit=”on” use_custom_gutter=”off” padding_mobile=”off” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” parallax_1=”off” parallax_method_1=”off” column_padding_mobile=”on”][et_pb_column type=”4_4″][et_pb_text admin_label=”First part ” background_layout=”light” text_orientation=”left” use_border_color=”off” border_color=”#ffffff” border_style=”solid”]<\/p>\n
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Understanding the influence of shared beliefs on corporate reputation is key. Behavior is a key element, to be sure, but equally important is the interpretation (or meaning) that behavior can have among certain groups or publics. Even when considering the same behavior, reception can be very different depending on who it is targeting. And the final assessment\u2014that is, reputation\u2014depends more on interpretation than on the behavior itself.<\/p>\n
Reputation is a subjective and emotional assessment<\/strong>. Over the last decade, the approach to reputation management has focused on properly managing the gap between perception and reality. The logic was as follows: \u201cDo things well and communicate them well and, as a consequence, you will improve reputation and recognition.\u201d Therefore, in past models the key to reputation was the excellent management of intracompany dimensions, such as economic results, commercial aspects, human resources, innovation and social responsibility, among others.<\/p>\n However, recent research in neuroscience (reference) <\/strong>moves the focus onto the management of shared beliefs and the expectations deriving from them as the basis of reputation management. The reasoning is, \u201cAct as is expected of you.\u201d If you exceed expectations, you will have a good reputation.<\/p>\n A dramatized example, the importance of a system of shared beliefs to reputation appears in the following story: A man returns to his childhood home to start a new life, but constantly collides with what \u201cis expected of him\u201d\u2014that is to say, with the community\u2019s expectations of him and his behavior. In the end, he must act according to their expectations to be accepted and valued. Surely you know, we are discussing John Wayne, Innisfree and The Quiet man<\/a> (John Ford, 1952).<\/p>\n