Details

Autor(en) / Beteiligte

• Overman, Sjors
• Busuioc, Madalina
• Wood, Matthew

Titel

A Multidimensional Reputation Barometer for Public Agencies: A Validated Instrument

Ist Teil von

• Public administration review, 2020-05, Vol.80 (3), p.415-425

Ort / Verlag

Hoboken, USA: Wiley Subscription Services, Inc

Erscheinungsjahr

2020

Quelle

PAIS Index

Beschreibungen/Notizen

• Reputation is of growing interest for the study of public bureaucracies, but a measurement that can discern between the subdimensions of reputation and is validated on real‐life audiences has remained elusive. The authors deductively build, test, and cross‐validate a survey instrument through two surveys of 2,100 key stakeholders of the European Chemicals Agency, the European Union chemicals regulator. This empirical tool measures an agency's reputation and its building blocks. This scale represents an important contribution to reputation literature, as it allows scholars to distinguish and measure which aspects of reputation public organizations are “known for” and build their claim to authority on, as well as how the profiles of public organizations differ. The authors find that direct stakeholder contact with the agency is necessary for stakeholders to be able to evaluate the separate dimensions of reputation independently. Evidence for Practice This study equips practitioners with a reputation barometer tailored to the public sector. It allows them to measure the reputation of their organization, in a differentiated fashion, among different stakeholder groups. While public organizations increasingly engage in reputation management activities, a potential caveat that emerges from our exercise is that managers might be steering in non‐astute directions. While our study shows that, as for private actors, “performance matters,” procedural and moral aspects also weigh heavily in the eyes of stakeholders when it comes to public regulators. To secure a positive organizational image and the authority crucial for public agencies to operate, the performance management turn in the public sector may need to be supplemented by an enhanced organizational attention to procedural and moral aspects.