The field of reputation management has been dominated by marketing and communications though there is an emerging consensus that corporate reputations and good governance are built from the inside-out. However, HR professionals and academics have been slow to contribute to these key strategic drivers of organizational success. In this paper I draw on our previous research from often disparate bodies of literature to develop a model of the links between strategic HR and corporate reputations. The model suggests converging lines of enquiry and interest for academics in HR, marketing, communications and strategy, but also highlights some strategic dilemmas for organizations in balancing best practice and best-fit HRM.
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