Good CR, understood as the recognition that a company’s stakeholders grant it, as much for its social behavior as its product or service offering, is a direct result of the integration of universal values that underpin CSR philosophy as a system of ethical, strategic, global and integrated management; as well as Leadership, understood as the leader who is convinced that values are the best way to achieve the general welfare, so the main point of reference is to unite your group and motivate them to action, leading by consistent example.

This intangible resource is one of the most appreciated by managers, for their ability to differentiate in markets and overly saturated business sectors. It’s appreciated for the protection it offers in the face of potential crisis; for its attraction to the most talented employees; and because good CR links companies with quality socio-economic relations, understanding them in their integrative meaning: ethical, social, environmental and economic.

To try to understand the internal dynamics of CR, and be able to manage it, several research teams have been created in recent years such as the Reputation Institute, led by Professor Emeritus at the University of New York’s Stern Institute, Charles Fombrun. Or Villafañe and Associates, lead by Justo VILLAFAÑE, Professor of Audiovisual Communication and Advertising at the Universidad Complutense of Madrid.

These centers have developed models for evaluation, monitoring and management of CR, which have facilitated the understanding of its structure, its strengths and weaknesses.

At the University of Global Management students will learn how to generate and manage that intangible resource most valuable to business leaders, Corporate Reputation.