<p>In today’s business world it is not just about doing business anymore, the need increases for organisations to take intangible resources, like the corporate reputation, into consideration. These corporate reputations have a multitude of positive functions for organisations. However, in times of crises these assets are most fragile and get damaged easily. This study therefore discusses how organisation can restore their corporate reputations after experiencing a crisis.</p><p>For the collection of empirical data three internationally operating organisations have been chosen, each having experienced a non-self-inflicted crisis over the last three years. With the use of semi-structured, telephone interviews, information was collected from these organisations. This was then compared with the theoretical framework with the intention of disclosing possible differences.</p><p>The main conclusions following this research are that the repair process consists out of two important aspects. The first is the preparation cycle; any organisation should set up a response program to facilitate fast reaction. The second cycle is that of the actual response, in which organisations should, based upon the set-up program, determine the unique approach for the situation. Within this second process both direct and indirect influencing factors should be taken into consideration.</p>

In today’s business world it is not just about doing business anymore, the need increases for organisations to take intangible resources, like the corporate reputation, into consideration. These corporate reputations have a multitude of positive functions for organisations. However, in times of crises these assets are most fragile and get damaged easily. This study therefore discusses how organisation can restore their corporate reputations after experiencing a crisis. For the collection of empirical data three internationally operating organisations have been chosen, each having experienced a non-self-inflicted crisis over the last three years. With the use of semi-structured, telephone interviews, information was collected from these organisations. This was then compared with the theoretical framework with the intention of disclosing possible differences. The main conclusions following this research are that the repair process consists out of two important aspects. The first is the preparation cycle; any organisation should set up a response program to facilitate fast reaction. The second cycle is that of the actual response, in which organisations should, based upon the set-up program, determine the unique approach for the situation. Within this second process both direct and indirect influencing factors should be taken into consideration.