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#8217;ssuccessstartedtodeclinequickly.Thiswaspartlyduetotheincreasingnumberofpetitorsintheglobalcarindustry,withtherisingpowersofEuropeanandespeciallyJapaneseautomakers.Butmainly,thefallofGeneralMotorsisduetointernalissuesmismanagement.AsofJune1st2009,GeneralMotorsofficiallyfiledforChapter11bankruptcyprotection.ThisactionprotectsGMfromcreditors'demandsforpaymentsandfromanytypeoflawsuitswhileitrestructuresitsfinances.GM’sbankruptcyisthelargestmanufacturingfilinginU.S.history.ThenewGMis60%ownedbyU.S.taxpayersand40%ownedbytheAmericangovernment.WhyisReputationImportanttoGM
GM’sAdvantages
Aspreviouslymentioned,historyplaysasubstantialroleinthecreationofreputation(Mahon,2002citedinSchreiber,2009).Itisaresultofinteractionandexperiencesofpanyanditsstakeholdersovertime.SimilartoCoombsandHolladay’sconceptoftheHaloEffect,Wartick(1992)concludesfromhisempiricalresearchthatevenwhenpresentedwithconflictinginformationaboutapany,itisdifficulttoalterthereputationalperceptionsofstakeholders(citedinFombrun&VanRiel,2004,Schreiber,2008).
InthecaseofGeneralMotors,thepublicmayhavelostsomeoftheirtrustandrespectforthetopmanagementatGM,buttheyareempathetictotheoverallsituationofGManditsworkers.Fortunately,withthesupportoftheAmericangovernment,manyremainoptimisticaboutthestrengthofGeneralMotorsasapany.ThisispartlyduetothehistoryofGM.Asoneoftheearliestpioneersofmoderndayautomobile,GeneralMotorsisnotonlyanAmericanpany,butalsoapartoftheAmericanhistory.
OneofthemajorstrengthsGMholdoveritsotherfinanciallystrugglingAmericanpetitorsisitshistoryandreputationofmakingqualityAmericancars.Srivastavaetal.(1997)findthatwhendealingwithpanieswithsimilarfinancialstatuses,stakeholdersperceiveapany’sreputationtobethedecidingfactorinitsoverallperformance(citedinSchreiber,2008).ThoughGMshouldhavemanageditsissuesdecadesagoandpreventeditsbankruptcy,thisisachanceforthepanytoswitchgearandrestructureitself.JustlikethepaniesnewPRcampaignstates,GMmust“reinvent”itselfandemergeagainastheindustry’sinnovatorandleader.
GM’sOrganizationalValueandReputationduringChangeManagement
Reputationoftenholdsparticularvalueincircumstancessuchasmergersandacquisitions(Schreiber,2008).Duringtimesofchange,reputationmanagementisevenmorecrucial.
Apany’sculturecanaffectemployeemotivationandbehaviorwhilecorporateidentitycaninfluencehowemployeesinterpretandreactindifferentsituations(Fombrun&VanRiel,2004).Organizationidentitiescanbeaffectedbyitshistoryandculture(L’Etang,2008).Ananization’sidentity(AlbertandWhetten,1985)andbehaviors(JonkerandSchumaker,2005)areshapedforemostbyitsvalues(Schreiber,2008).Organizationswithunifiedcorporateculturesandidentitiesaremorelikelytoengageineffectivestakeholdermanagement.
Corporatereputationderivesfrom“thesense-makingexperiences”ofitsemployees(Fombrun&VanRiel,2004,p.8).Itscorporatecultureandidentityshapeitsbusinesspractices,stakeholderrelationships,andnumerousotheraspects(Fombrun&VanRiel,2004).Fromowningnearlytwentybrandsglobally,GeneralMotorsisintheprocessofdownsizingtokeepingonlyfourofitsbestsellingmakes.Withtheclosingofatremendousnumberofplantsanddealerships,GMislookingtocut20,000morejobsthanthehundredsofthousandsithasalreadylaidoffoverthepastdecade.
Goodleadershipnotonlydrivespanysuccess,italsoinspiresitsemployeestoreachitsgoals(Schreiber,2008).DuringtheturmoilofGM’smassivestructuralchange,theCEOandmanagingboardmustprovideitskeystakeholderswithcleardirections,visions,andpletetransparency.
RebuildingGM’sReputation
“Mechanismsforraisingcapitalbasedonintangiblesalreadyexist,includingsecuritization,lending,licensingandoutrightsale”(Schreiber,2008).Severalstudies(McGuireetal.,1988,Solomon&Hansen,1985)showapositiverelationshipbetweenCSR,reputation,andapany’soverallfinancialperformance.InordertofulfillitsfirstandforemostCSRobjective,GeneralMotorsmustbeeprofitableagain.Thereforeasalesandpromotionalrouteofdiscountingautomobilestodriveshort-termsales,thoughmaybebeusedasatactic,isdeemedtobeshortsighted.
Whenjudgingtheperformanceofapany,stakeholderscollectinformationaboutwhatapanystandsfor(Schreiber,2008).Inordertooptimizecorporatevalueandrebuilditsreputation,GeneralMotors’CEOandmanagingboardmusthaveaclearestablishmentofwhatGMstandsfor.Analogoustothepreviouslymentionedcasestudy,likeShell,GMisalsoapowerfulpanywithastrongsenseofnationalidentityandhistory.Throughthenatureofthetwocrisesaredifferent,GMandShelldoessharesomesimilarities.
GMhasmadethecorrectchoiceinutilizingaPR-ledcampaignthatsendsstrongmessageofheritageandinnovationtorebuilditreputation.Throughitsbrandnewwebsiteandtelevisionadvertisements,GMhashumanizeitselfbysincerelyapologizingforitspastmistakesanddemonstratingitsdesiretorestartanditswillingnesstoserveits
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