1) The document discusses how organizational culture can affect corporate reputation. It presents research examining the relationship between strong and weak corporate culture and corporate reputation. 2) The study was conducted with 105 employees from different sectors in Turkey. It used questionnaires to assess organizational culture and corporate reputation. 3) The results found a positive correlation between strong organizational culture and corporate reputation, supporting the hypothesis that strong culture positively impacts reputation. Strong culture was found to significantly predict higher corporate reputation.

1. Kurumsal İtibar: Farklı Bakış Açıları (I) Oturumu
Doç. Dr. Turhan ERKMEN, Arş. Gör. Dr. Emel ESEN

2. Assoc. Prof. Dr. Turhan Erkmen
PhD. Emel Esen
Yıldız Technical University
Business Administration Department

3. Purpose
 The purpose of the study is to determine how weak
and strong corporate culture affects corporate
reputation.

4. Corporate Reputation
 New changes and challenges in the market call upon
organizations to focus on their reputation in order to
create better product and services; enhance their
credibility and image (Srivoravilai, 2011, p. 243).
 In the past two decades, there has been considerable
interest and research on corporate reputation and it
has become a business issue since the 20th century

5. Corporate Reputation
 Reputation is so one of the intangible assets that is
extremely hard to imitate, turning it into a valuable
source of competitive advantage (Alsop, 2004, p. 1).
 Corporate reputation is described in the academic
literature as organizational standing, goodwill, esteem,
organizational identity, organizational image, brand
and prestige (Shenkar and Yuchtman Yaar, 1997;
Wartick, 2002).

6. Corporate Reputation
 Balmer’s (1998) review of the evolution of the theory of
corporate reputation identified three stages of
development. The first phase (in the 1950s) focused on
corporate image, giving way in the 1970s and 1980s to
an emphasis on corporate identity and corporate
communications, and then in the 1990s to a mounting
interest in corporate brand management and thence
reputation (Bennett and Kottasz, 2000, 225).

7. Corporate Reputation
 Corporate reputation is an emotional capital that
reflects the various stakeholders’ perceptions about
organization’s past and future actions and inimitable,
intangible assets (Kotha, Radgopal and Rindova, 2001;
Fombrun and Van Riel, 2004; Gable, 2008; Walsh and
diğ., 2009; Firestein, 2006; Worcester, 2009;
Schürmann, 2006).

8. Organizational Culture
 Organizational culture refers to the shared norms,
beliefs, and behavioral expectations that drive
behavior and communicate what is valued in
organizations (Hemmelgarn, Glisson and James, 2006,
73).

9. Organizational Culture
 According to Schein (2004), organizational culture is
manifested at three levels. Cultural artifacts may be
visible structures and processes, dress, observable
rituals and ceremonies.
 Espoused beliefs and values are consciously developed
formal organizational practices such as strategies,
goals and policies, and informal practices like implicit
norms.
 Underlying assumptions are unconscious thoughts,
beliefs, expectations and theories (Armenakis, Brown
and Mehta, 2011, 306).

10. Organizational Culture
 When these beliefs and values are widely and deeply
held, the culture is considered “strong culture.”
 In this respect there is less need for detailed
organizational rules and regulations. In contrast, in
“weak organizational culture” rules and regulations are
strictly enforced to control behavior (Sabri, 2008, 128).

11. The Effect of Corporate Culture on
Corporate Reputation
 Researchers have paid little attention to how culture
affects corporate reputation, even though cultural
values and norms are important influences on how
people interpret information and behave (Bartikowski,
Walsh and Beatty, 2011, 966).
 Culture and reputation are considered intangible
assets because each add value through differentiation,
is rare, difficult to imitate and without substitution
(Flatt and Kowalczyk, 2008, 14-15).

12. The Effect of Corporate Culture on
Corporate Reputation
 With a strong foundation in place and values and goals
communicated, employees will have higher
productivity levels, effortlessly adapt to changing
demands with high levels of loyalty to the organization
because they clearly understand their roles of leading
the organization to success (Mahrokian et al., 2010, 17).

13. The Effect of Corporate Culture on
Corporate Reputation
 Fombrun (1996) suggests cultural aspects of
reputation. He states that such values as credibility,
reliability, trustworthiness, and responsibility are the
core of the perceptual representation of a company’s
reputation (Kowalczyk and Pawlish, 2002, 163).

14. Research Methodology
 The purpose of the study is to examine within 105
employees how weak and strong corporate culture
affects corporate reputation. The main hypothesis
reflects that organizations with strong culture have
positive effect on their corporate reputation.

15. Participants
 The study was conducted with 105 employees in
different sectors, Turkey. The majority of the
participants are female (%65,2), between 41 and above
ages (%43,2). Most of the respondents have
undergraduate degree (%73,9). In terms of work
experience, 38 of them have 21 and above years of total
tenure, 38 of them have 1-5 years tenure at present job.
%49,4 of participants have managerial positions.

16. Measures
 Data were collected using a 44- item questionnaire via
e-mail containing a link to the online Internet Survey
Instrument to the 105 employees in different sectors.
The questionnaire was constructed to assess 2
variables (corporate culture and corporate reputation)
and demographic characteristics as position, age,
gender, total tenure, tenure at current job and
position.

17. Measures
 Corporate Culture
 The scale consists of 16 items which was developed by
Richard Pascale (1984). Cultures are categorized by strong,
intermediate and weak. Such items are used as ‘‘Reward
systems, performance incentives, promotion criteria and
other primary measures of success reflect a high degree of
congruence’’, ‘‘Employees frequently make personal
sacrifices for the firm out of commitment to the firm’s
shared value’’. Responses were given on a scale ranging
from 1 (Never agree) to 5 (Completely agree).

18. Measures
 Corporate Reputation
 The Corporate Reputation scale consists of 28 items which
was developed by Walsh and Beatty (2007). There are five
dimensions as customer orientation, good employer,
reliable and financially strong company, product and
service quality, and social and environmental
responsibility. Such items are used as ‘‘treats its customers
fairly’’, ‘‘offers high quality products and services’’.
Responses were given on a scale ranging from 1 (Never
agree) to 5 (Completely agree).

19. Reliability Analysis
 For the reliability analysis of the scale used in this
study, the most frequently used Cronbach alpha
coefficiency was examined. The Cronbach alpha
coefficiency of the scale in this study is higher than the
commonly accepted .60
 The cronbach alpha value of corporate culture was found
as ,721
 The cronbach alpha value of corporate reputation was
found as ,927

20. Descriptive Statistics
 According to the results of the descriptive statistics,
mean and standard deviation for the work-family
conflict and family-work conflict variable were found
as 2,95 and ,54; 3,47 and ,65.

21. Test of the Hypothesis
 Corporate culture is correlated with corporate
reputation (r=, 437).
 As a simple regression model, corporate culture have
effect significant effect on corporate reputation (B=
,437; p=, 002).

22. Thank you for your
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