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Measurement and Management of Chief Executive Reputation

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Richard Rinkenburger

Whereas the importance of CEO reputation has increased over the last years, only very little scientific research has been conducted. This thesis addresses the vagueness of past conceptualizations by providing a well-founded theoretical background, the development of a reliable and valid measurement model of CEO reputation as well as the validation of identified relations to its antecedents and consequences. An empirical online study was conducted among students of the university in Munich to validate the CEO reputation model. Using PLS path modeling, the analysis provides evidence for the impact of CEO reputation on several outcome variables (e.g., corporate reputation) and confirms different influences of the identified antecedents on CEO reputation. Thereby, practitioners can get valuable implications for the management of chief executives’ reputations.

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4 Results and discussion of the empirical study

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The following chapter will present the results of the empirical study as follows: first, the sample is described in order to evaluate the generalizability of the results (chapter 4.1). Second, descriptive analyses (chapter 4.2) are conducted in order to gain insights regarding relevant issues of research on CEO reputation (e.g., the recognition of and knowledge on CEOs). Third, the variance-based SEM is applied starting with the validation of the measurement and structural model(s) (chapter 4.3). After appraising that these models fulfill the all required quality criteria, the hypotheses are evaluated and the findings and results are discussed (chapter 4.4). 4.1 Description of the sample In total, 285 students have reacted to the link in the distributed email and started to read at least the introduction page or to fill out the online questionnaire. 146 respondents followed all instructions and finished the survey whereas all ques- tions were programmed as mandatory fields.80 Most of the remaining students have dropped out on the welcome page. In sum, 50 percent quit on the first five pages of the questionnaire. This is not surprising as the welcome page intro- duces the research project and most students decide then as to whether they (really) want to participate in the survey. Furthermore, the respondents have to know at least one of the eight CEOs. Otherwise they are directed to the pre- liminary end of the survey. In addition to this, seven students were screened out as their measured time to complete the survey was remarkable...

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