We take reputations for granted. Believing in the bad and the good natures of our notorious or illustrious forebears is part of our shared national heritage. Yet we are largely ignorant of how such reputations came to be, who was instrumental in creating them, and why. Even less have we considered how villains, just as much as heroes, have helped our society define its values. Presenting essays on America's most reviled traitor, its worst president, and its most controversial literary ingénue (Benedict Arnold, Warren G. Harding, and Lolita), among others, sociologist Gary Alan Fine analyzes negative, contested, and subcultural reputations. Difficult Reputations offers eight compelling historical case studies as well as a theoretical introduction situating the complex roles in culture and history that negative reputations play. Arguing the need for understanding real conditions that lead to proposed interpretations, as well as how reputations are given meaning over time, this book marks an important contribution to the sociologies of culture and knowledge.

We take reputations for granted. Believing in the bad and the good natures of our notorious or illustrious forebears is part of our shared national heritage. Yet we are largely ignorant of how such reputations came to be, who was instrumental in creating them, and why. Even less have we considered how villains, just as much as heroes, have helped our society define its values. Presenting essays on America's most reviled traitor, its worst president, and its most controversial literary ingénue (Benedict Arnold, Warren G. Harding, and Lolita), among others, sociologist Gary Alan Fine analyzes negative, contested, and subcultural reputations. Difficult Reputations offers eight compelling historical case studies as well as a theoretical introduction situating the complex roles in culture and history that negative reputations play. Arguing the need for understanding real conditions that lead to proposed interpretations, as well as how reputations are given meaning over time, this book marks an important contribution to the sociologies of culture and knowledge.

A thematic analysis of the career of Bronterre O’Brien, one of the most influential leaders of Chartism, this book relates his activities—and the Chartist movement—to broader themes in the history of Britain, Europe, and America during the nineteenth century. O’Brien (1804–64) came to be known as the “schoolmaster” of Chartism because of his efforts to describe and explain its intellectual foundations. The campaign for the People’s Charter (with its promise of political democratization) was a highpoint in O’Brien’s career as writer and orator, but he was already well known before the campaign began, and during the 1840s he distanced himself from other Chartist leaders and from several important Chartist initiatives. This book examines the personal, tactical, and ideological reasons for O’Brien’s departure, as well as his development of a social and economic agenda to accompany “constitutional” Chartism, in line with the evolution of radical thought after the Great Reform Act of 1832. It also evaluates O’Brien’s reputation, among his contemporaries and among modern historians, in order better to understand his contribution to radicalism in Britain and beyond.

What does it mean to have a "good" or "bad" reputation? How does it create or destroy value, or shape chances to pursue particular opportunities? Where do reputations come from? How do we measure them? How do we build and manage them? Over the last twenty years the answers to these questions have become increasingly important-and increasingly problematic-for scholars and practitioners seeking to understand the creation, management, and role of reputation in corporate life. This Handbook intends to bring definitional clarity to these issues, giving an account of extant research and theory and offering guidance about where scholarship on corporate reputation might most profitably head. Eminent scholars from a variety of disciplines, such as management, sociology, economics, finance, history, marketing, and psychology, have contributed chapters to provide state of the art definitions of corporate reputation; differentiate reputation from other constructs and intangible assets; offer guidance on measuring reputation; consider the role of reputation as a corporate asset and how a variety of factors, including stage of life, nation of origin, and the stakeholders considered affect its ability to create value; and explore corporate reputation's role more broadly as a regulatory mechanism. Finally, they also discuss how to manage and grow reputations, as well as repair them when they are damaged. In discussing these issues this Handbook aims to move the field of corporate reputation research forward by demonstrating where the field is now, addressing some of the perpetual problems of definition and differentiation, and suggesting future research directions.

Sticky Reputations examines the changes in American politics from the Depression to the Age of Consensus, analyzing how the range of political options narrowed in the period. In the course of this analysis, the author examines those sticky reputations of figures whose reputation is so solidified that an attack on their reputation in turn affects the reputation of the person who presents an alternative perspective.

Sticky Reputations focuses on reputational entrepreneurs and support groups shaping how we think of important figures, within a crucial period in American history – from the 1930s through the 1950s. Why are certain figures such as Adolf Hitler, Joe McCarthy, and Martin Luther King cemented into history unable to be challenged without reputational cost to the proposer of the alternative perspective? Why are the reputations of other political actors such as Harry Truman highly variable and changeable? Why, in the 1930s, was it widely believed that American Jews were linked to the Communist Party of America but by the 1950s this belief had largely vanished and was not longer a part of legitimate public discourse? This short, accessible book is ideal for use in undergraduate teaching in social movements, collective memory studies, political sociology, sociological social psychology, and other related courses.

When Bashar al-Assad used chemical weapons against his own people in Syria, he clearly crossed President Barack Obama’s "red line." At the time, many argued that the president had to bomb in order to protect America's reputation for toughness, and therefore its credibility, abroad; others countered that concerns regarding reputation were overblown, and that reputations are irrelevant for coercive diplomacy. Whether international reputations matter is the question at the heart of Fighting for Credibility. For skeptics, past actions and reputations have no bearing on an adversary’s assessment of credibility; power and interests alone determine whether a threat is believed. Using a nuanced and sophisticated theory of rational deterrence, Frank P. Harvey and John Mitton argue the opposite: ignoring reputations sidesteps important factors about how adversaries perceive threats. Focusing on cases of asymmetric US encounters with smaller powers since the end of the Cold War including Bosnia, Kosovo, Iraq, and Syria, Harvey and Mitton reveal that reputations matter for credibility in international politics. This dynamic and deeply documented study successfully brings reputation back to the table of foreign diplomacy.

How do reputations form in international politics? What influence do these reputations have on the conduct of international affairs? In Reputation for Resolve, Danielle L. Lupton takes a new approach to answering these enduring and hotly debated questions by shifting the focus away from the reputations of countries and instead examining the reputations of individual leaders. Lupton argues that new leaders establish personal reputations for resolve that are separate from the reputations of their predecessors and from the reputations of their states. Using innovative survey experiments and in-depth archival research, she finds that leaders acquire personal reputations for resolve based on their foreign policy statements and behavior. Reputation for Resolve shows that statements create expectations of how leaders will react to foreign policy crises in the future and that leaders who fail to meet expectations of resolute action face harsh reputational consequences. Reputation for Resolve challenges the view that reputations do not matter in international politics. In sharp contrast, Lupton shows that the reputations for resolve of individual leaders influence the strategies statesmen pursue during diplomatic interactions and crises, and she delineates specific steps policymakers can take to avoid developing reputations for irresolute action. Lupton demonstrates that reputations for resolve do exist and can influence the conduct of international security. Thus, Reputation for Resolve reframes our understanding of the influence of leaders and their rhetoric on crisis bargaining and the role reputations play in international politics.

This book stands out from the crowd in providing a fresh original perspective on the relatively underexplored area of a leader's reputation. Reputation is a consequence of everything you say or do; no other tangible or intangible asset is worth as much as your reputation or has such a positive or detrimental impact on your career. Many studies reveal that we care more about what other people think about us than we do about what may have actually happened in reality, and yet there is so little written about the subject. This book gets to grips with how our reputation is formed in the real world and what really makes the difference in winning and losing a good reputation. The book uncovers the impact of the 'secret vocabulary' used in organizations to shape reputations, and offers tips and advice about how to manage your reputation and how to develop a personal brand to shape your future career direction with integrity and authenticity. Dr Richard Ford is one of the UK's leading leadership coaching and assessment psychologists who has helped hundreds of senior and potential leaders develop successful careers, and now Dr Ford shares 35 years of learning to help you achieve career success.

Management Extra brings all the best management thinking together in one package. The series fuses key ideas with applied activities to help managers examine and improve how they work in practice. Management Extra is an exciting, new approach to management development. The books provide the basis for self-paced learning at level 4/5. The flexible learning structure allows busy participants to study at their own convenience, minimising time away from the job. The programme allows trainers to quickly plan and deliver high quality, business-led courses. Trainers can select materials to meet the needs of their delegates, clients, and budget. Each book is divided into themes of ideal length for delivering in a training session. Each theme has a range of activities for delegates to complete, putting the training into context and relating it to their own situation and business. The books’ lively style will stimulate further interest in the subjects covered. Guides for further reading and valuable web references provide a lead-in to further research. Management Extra is based on the NVQ framework to ease the creation of Diploma, Post Graduate Diploma or NVQ programmes for managers. It is accredited with all leading awarding bodies.