Reputations rise and fall. In this Part of the Corporate Reputation Review attentionfocusses on companies whose star is waning. The presentations made at the Stern Schoolof Business conference and now published below comprise a distillation of the insightsgained by a senior crisis-management practitioner, as well as three case studies and threemore empirically-oriented crisis communication studies. Included in panelists' presenta-tions are theoretical frameworks which seek to explain the behavior of managers andopponents during crisis situations. Managing in Times of Crisis - Ray O'Rourke, Burson-Marsteller Dow Corning's Breast Implant Controversy: Managing Reputation in the Face of 'JunkScience' - Paul A. Argenti, Dartmouth College Fanning Fires: Mitsubishi Motors and the EEOC - Irv Schenkler, New York University Increasing Effectiveness of Managing Strategic Issues Affecting a Firm's Reputation - Cees B.M. van Riel and Frans A.J. van den Bosch, Erasmus University Corporate Environmental Reputation: Comparing Two Industries - Glen Dowell, Anjali Sastry, Stuart Hart and Jeff Bernicke, University of Michigan Two-Way Mirroring: Identity and Reputation when Things go Wrong - C. Marlene Fiol and Sarah Kovoor-Misra, University of Colorado at Denver Corporate Reputation and its Effect on Organizational Actions: How Reputations areManaged - Suzanne M. Carter and Janet M. Dukerich, University of Texas at Austin. © 1997, Palgrave Macmillan.
