When an ethics scandal damaged the reputation of Swedish telecom giant Telia and led to the ouster of its top managers, the company’s incoming leadership took a radical new turn: Changing from a corporate strategy with sustainability programs to a sustainable strategy.

When it comes to recruiting, few studies examine the degree to which a company’s social reputation or other aspects of its reputation are more or less important than other, more utilitarian job choice factors. When a survey task simply asks people to rate the importance of a laundry list of job attributes such as corporate social responsibility, it hides the marginal value of each attribute to the potential employee. There is every indication it is not a case of one size fits all.

Companies are increasingly engaging in CSR activities. But unless companies communicate their CSR achievements wisely to stakeholders, they fear being accused of greenwashing. A study of CSR communication practices in 251 European corporations yields seven guidelines for effective CSR communication. The authors conclude that many beliefs about the risks associated with CSR communication are exaggerated, and that companies that communicate honestly about their activities have little to fear.

Technology students from around the world are brought to Infosys’ Bangalore, India, campus in an effort to increase the company’s name recognition, improve its brand attraction and fill its talent pipeline.

Given the sparkle that environmental rankings lend to high-ranking companies, they should take into account a business’s advocacy activities to influence environmental regulation in addition to the business’s internal operations, argue Auden Schendler of the Aspen Skiing Company and Michael Toffel of Harvard Business School.

Cleverly-designed, reusable packing boxes from eBay feed on people’s desire to recycle. They also brand the business as sensitive to sustainability issues.

Companies are more likely to achieve profitable sales overseas if their level of corporate social responsibility is either above average—or below it.

By unpacking the idea of a good or bad reputation into a profile of what the media says about their company, executives and public relations managers can understand and then influence their corporate reputation — and with it, their company’s real performance.

The marketing implications of litigation are often not factored into the decision to take legal action — but they should be.

Companies can benefit by auditing how closely they fulfill the aims of their mission statement.

New technologies and emerging market trends, including a shift in power to retailers, are converging to alter traditional branding and brand management.

Effective service recovery is vital to maintaining customer and employee satisfaction and loyalty, which contribute significantly to a company’s revenues and profitability. Yet most customers are dissatisfied with the way companies resolve their complaints, and most companies do not take advantage of the learning opportunities afforded by service failures. The authors provide a research-based approach for helping managers develop a comprehensive service recovery system.

For managers, the challenge of understanding nonmarket forces — government, interest groups, activists, and the public — is frequently more difficult than understanding the market environment. The author develops a strategy system of principles, frameworks, and action plans to deal with the issues, in-stitutions, interests, and information that characterize the nonmarket environment. He uses the concept of a rent chain, analogous to the value chain, to show how com-panies can participate in policy-setting processes and generate leverage to their own benefit.