@article {Carter:1  October 1999:1363-3589:308,
	author = "Carter, S M",
	author = "Deephouse, D L",
	title = "Tough Talk and Soothing Speech: Managing Reputations for Being Tough and for Being Good",
	journal = "Corporate Reputation Review",
	volume = "2",
	year = "1  October 1999",
	abstract = "A company often must manage its reputation with multiple stakeholders in different ways. This paper develops an interdisciplinary model for reputation management based on a historical case study of Wal-Mart. The model draws on impression management, stakeholder and game theories. We find evidence that Wal-Mart had at least two reputations — one for being tough with suppliers, and one for being good to customers and investors. In order to maintain these beneficial reputations, Wal-Mart accompanied strategic actions towards suppliers with tough talk, an assertive tactic for impression management that helped the company maintain a tough image. Negative supplier and trade media responses threatened Wal-Mart's positive reputation with other stakeholders. To prevent this negative information from crossing the boundaries of stakeholder group networks and marring its good reputation, the company used soothing speech, a type of defensive impression management tactic that painted its actions in a more positive light.Corporate Reputation Review (1999) 2, 308-332; doi:10.1057/palgrave.crr.1540089",
	pages = "308-332(25)",
	url = "http://www.ingentaconnect.com/content/pal/crr/1999/00000002/00000004/art00003"
	doi = "doi:10.1057/palgrave.crr.1540089"
}