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Abstract:
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The
thesis
at
hand
is
motivated
by
the
lack
of
theory
on
reputational
risk
in
public
sector
organization
and
poses
the
research
question:
For
a
public
sector
organization
like
the
Danish
Export
Credit
Agency,
how
should
reputational
risk
be
measured,
what
is
the
importance
of
it,
and
how
should
it
be
managed?
To
answer
this,
the
thesis
searched
for
the
answer
by
analyzing
existing
data
on
stakeholder
management
and
reputational
risk,
identifying
and
interviewing
eight
external
stakeholders
in
an
inductive,
case-‐based
design
as
well
as
recommending
steps
to
follow
in
reputational
risk
management.
The
stakeholders
were
interviewed
about
four
specific
cases
that
may
have
hurt
EKF’s
reputation
due
to
the
performance
of
the
organization
in
these
specific
situations.
The
thesis
found
that
the
method
of
measuring
reputational
risk
using
the
stakeholders’
perceptions
may
be
a
possible
way
but
also
shows
that
reputational
risk
management
may
not
play
a
crucial
role
for
public
sector
organizations.
In
sum,
I
conclude:
o As
regular
measurements
of
reputation
and
therefore
risk
to
it
is
not
an
available
measuring
tool,
stakeholder
perception
can
help
measure
reputational
risks
to
a
public
sector
organization.
These
organizations
cannot
measure
book
and
market
value.
o In
general,
stakeholders
have
higher
expectations
to
public
sector
organizations
than
corporations
due
to
the
fact
that
they
operate
under
the
Danish
state
as
well
as
are
funded
partly
through
taxes.
o There
seems
to
exist
a
paradox
though.
The
actual
performance
of
the
organization
did
not
influence
the
relationship
between
the
stakeholders
and
the
organization
although
the
organization
is
accused
of
breaking
the
law
and
standards
for
export
credit
agencies.
o A
neutral
reputation
may
not
be
appropriate
for
EKF.
Although
it
will
make
it
possible
to
go
below
the
media
radar
while
still
maintaining
good
relations
with
other
stakeholders,
it
poses
some
limitations
due
to
EKF’s
minimal
role
in
the
Danish
public
sector
and
unknown
role
in
society
at
large
as
well
as
a
need
for
customer
revenue.
o Furthermore,
a
bad
reputation
should
at
any
case
be
avoided
as
this
only
costs
the
organization
a
lot
of
resources,
which
public
sector
organizations
in
general
have
a
lack
of.
o It
is
therefore
recommended
that
EKF
ensures
proper
knowledge
of
their
stakeholders,
like
identification
of
their
needs,
demands,
and
perceptions
of
the
organization,
as
well
as
how
they
evaluate
EKF
and
the
organization’s
performance. |
