Online Reputation Management: A Meta-Synthesis of Key Factors

Online Reputation Management: A Meta-Synthesis of Key Factors | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Online Reputation Management: A Meta-Synthesis of Key Factors Mohammad Sadegh Abpeikar, Alireza Hassanzadeh, Asadollah Kordnaeij, and 1 more This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-7392512/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract This study employs a systematic metasynthesis to integrate findings from 38 peerreviewed studies on Online Reputation Management (ORM) within the context of social media. Using Sandelowski and Barroso ( 2006 )’s sevenstage framework, the analysis identifies nine thematic domains: active communication and engagement, effective social media management, customer experience, crisis management, organizational website quality, organizational identity, ethical reputation, offline reputation, and effective advertising. Across the reviewed literature, factors such as stakeholder engagement, usergenerated content, and service quality were frequently highlighted in association with building reputation and enhancing brand perception. The resulting conceptual framework synthesizes these patterns to provide an organized view of ORM elements observed in multiple industries and contexts, without making causal claims. The study also notes the potential value of future empirical research to assess the applicability of this framework across linguistic, cultural, and sectoral boundaries. Online Reputation Management Metasynthesis Social-media Stakeholder Engagement User-generated Content Customer Experience Figures Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 Figure 7 Introduction Public perception of an individual, group, or organization, often termed reputation, holds significant influence across various domains, including education, commerce, online communities, and social contexts (Hoffman, Zage, & Nita-Rotaru, 2009 ). Online reputation, shaped through electronic interactions across platforms such as social media, emerges from the accumulation of user-generated opinions, feedback, and content (Chun & Davies, 2001 ; Micera & Crispino, 2017 ). This form of reputation profoundly impacts customer decision-making, investor attraction, and employee recruitment (Bouchikhi, 2007 ; Huang-Horowitz & Freberg, 2016 ). In industries like tourism and e-commerce, online reputation serves not only as a reflection of user experiences but also as a strategic tool to enhance trust, loyalty, and purchase intent (Freire, 2011 ; Sánchez, Correia, & Maldonado, 2019 ; H. Yu & Han, 2021 ). However, the dynamic and volatile nature of online reputation, susceptible to rapid changes driven by positive or negative content on digital platforms (Kaplan & Haenlein, 2010 ; Szabo & Huberman, 2010 ), renders it a vulnerable asset requiring meticulous and targeted management. Online Reputation Management (ORM) represents a systematic process of monitoring, analyzing, and shaping public perceptions in digital spaces, an indispensable necessity in the era of social media. This process encompasses continuous monitoring of user feedback, managing digital content, and addressing potential crises that could swiftly undermine organizational credibility (Becker & Lee, 2019 ; Horn et al., 2015 ). Social media, by transferring power from organizations to users and enabling rapid dissemination of user-generated content, introduces new challenges for reputation management (Derevianko, 2018 ; Horn et al., 2015 ). A single complaint on platforms like Twitter, for instance, can escalate into a full-blown reputation crisis(Huang & Ki, 2023 ). Conversely, effective ORM, through targeted communication strategies such as aligning messages with organizational identity and leveraging sentiment analysis tools, can bolster public trust, enhance financial performance, and ensure brand sustainability (Chun & Davies, 2001 ; Mohamed Sadom, Mat Yusoff, & Mohd Sauh, 2024; Rojas-de-Gracia, Casado-Molina, & Alarcón-Urbistondo, 2021 ). The significance of ORM is particularly pronounced in industries such as tourism, e-commerce, and agri-food, where public perception and trust are pivotal to success (Fernández-Uclés, Mozas-Moral, Bernal-Jurado, & Puentes-Poyatos, 2024 ; Micera & Crispino, 2017 ; H. Yu & Han, 2021 ).. Organizations that adeptly leverage social media capabilities can mitigate crises through appropriate response strategies, preserving their reputation and minimizing potential damage (Horn et al., 2015 ; Sisson & Bowen, 2017 ). Furthermore, the adoption of advanced tools such as big data analytics and intelligent systems for evaluating user feedback and assigning numerical reputation scores facilitates customer decision-making and enables organizations to identify and manage critical feedback (Benlahbib, 2020 ; El Marrakchi, Bensaid, & Bellafkih, 2015 ). ORM not only aids in maintaining a positive brand perception but also fosters stakeholder engagement and alignment with sustainable development goals, guiding organizations toward competitive advantage and long-term objectives (Dutot, Lacalle Galvez, & Versailles, 2016; Fernández-Uclés et al., 2024 ). Literature Review Organizational reputation, recognized as a vital intangible asset, plays a pivotal role in ensuring the survival and success of organizations in today’s competitive environment. Defined as the collective judgment of external stakeholders regarding an organization’s past performance and its capacity to create value for stakeholders (Fombrun, 1996 ; Zheng, Liu, & Davison, 2018 ), reputation directly influences the behavior of customers, investors, and suppliers. This concept, rooted in an organization’s interactions and behaviors with the public, is inherently dynamic and subject to continuous change due to its dependence on information exchange between brands and consumers (Asad, 2024 ). Reputation encompasses both cognitive evaluations based on past performance and emotional perceptions derived from stakeholders’ impressions (Zheng et al., 2018 ). Without a favorable reputation, an organization’s survival and progress are jeopardized, leading to potential failure (Ruiz, Esteban, & Gutiérrez, 2014 ). The benefits of a positive reputation include reduced marketing costs, increased sales, improved stakeholder relationships, and enhanced crisis management capabilities (Zraková, Demjanovičová, & Kubina, 2019 ). However, reputation is a long-term, sustainable asset requiring strategic management and consistent alignment of organizational performance with stakeholder expectations (Mehtap & Kokalan, 2013 ). Reputation is closely intertwined with related organizational concepts such as identity and image. Identity reflects an organization’s internal values and culture, influencing employee experiences, while image represents the external portrayal of the organization through advertising and communications (Caruana, 1997 ; Chun, 2005 ; Omar et al., 2009 ). Organizational personality, reflecting the strengths and weaknesses of the organization, complements reputation formation (Omar et al., 2009 ). Together, these elements create a cumulative perception of the organization over time, reflecting its past, present, and future actions (Chun, 2005 ; Fombrun & Van Riel, 2004 ). Reputation also incorporates a long-term temporal dimension, as it is shaped by stakeholders’ collective perceptions from past to present and their expectations for the future (Chun, 2005 ; Van Riel & Fombrun, 1997 ). In this sense, identity and image can be considered components of reputation (Chun, 2005 ). Figure 1 depicts these concepts. In essence, organizational reputation encapsulates the collective opinions and beliefs held by the public about an organization, derived from others’ experiences communicated through social media platforms or word-of-mouth advertising (Cabral, 2016 ). With the advent of the digital era, the concept of reputation has evolved into online reputation, defined as a multidimensional evaluation of a brand’s service or product characteristics in digital environments (Mohamed Sadom et al., 2024 ). Online reputation, formed through user-generated content such as reviews, images, and videos shared on social media, significantly influences customer decision-making due to the rapid and widespread accessibility of online information (Estárico, Medina, & Marrero, 2012 ; Li, Ye, & Law, 2013 ). Unlike offline reputation, which is primarily shaped through traditional media or face-to-face interactions, online reputation results from user activities on digital platforms (O’Brolcháin et al., 2016 ). Positive or negative online content can swiftly influence public perception of an organization (Şirzad, 2022 ). This dynamic and often uncontrollable nature of online reputation transforms it into a critical competitive asset, necessitating continuous monitoring and management (Rodríguez-Díaz, Rodríguez-Voltes, & Rodríguez-Voltes, 2018 ). Online Reputation Management (ORM) is defined as a systematic process for shaping and controlling public perceptions of an organization in digital spaces (Fombrun, 1996 ; Jankauskaite & Urboniene, 2016 ). This process includes activities such as search engine optimization, online content monitoring, customer engagement, and crisis management in response to dissatisfaction (Kempe, Kleinberg, & Tardos, 2003 ). The primary goal of ORM is to minimize the gap between an organization’s actual position and its public perception (Şirzad, 2022 ). Given the dynamic nature of social media and its impact on consumer behavior, organizations must employ effective communication strategies, such as prompt responses to stakeholder needs and creating positive content, to strengthen their online reputation (Tang, Lu, Wang, Wang, & Li, 2011 ). Key ORM principles, including differentiation, focus, consistency, identity, and transparency, enable organizations to build a robust and sustainable online reputation (Fombrun & Foss, 2001 ). Given the growing importance of online reputation in attracting customers and maintaining competitive advantage, this study examines the factors influencing ORM in the context of social media, aiming to provide a comprehensive framework for organizations, particularly internet-based service providers. Research Background Online Reputation Management (ORM) has been the focus of numerous studies emphasizing evaluation, monitoring, and communication strategies. Rodríguez-Díaz, Alonso-González, Rodríguez-Voltes, and Rodríguez-Voltes ( 2019 ) developed the RORB index to assess reputation consistency across platforms, demonstrating that higher-quality accommodations exhibit greater coherence. Peco-Torres, Polo-Peña, and Frías-Jamilena ( 2025 ) and Rodríguez-Díaz, Rodríguez-Díaz, and Espino-Rodríguez ( 2018 ) analyzed Booking.com data, identifying service quality, perceived value, and added value as critical factors in tourism’s online reputation. Rodríguez-Díaz, Rodríguez-Díaz, Rodríguez-Voltes, et al. (2018) further emphasized continuous monitoring through models assessing coherence, accuracy, and communication intensity. In the realm of identity and reputation, Huang-Horowitz and Freberg ( 2016 ) and Sánchez et al. ( 2019 ) focused on the synergy between identity and reputation messages, with the former emphasizing narrative construction and the latter proposing metrics like transparency. Hoffmann and Weithaler ( 2015 ) introduced the BICRM model, highlighting brand communication as essential for transforming identity into reputation. In e-commerce, H. Yu and Han ( 2021 ) proposed a multidimensional scale for online store reputation, Gupta, Ponnuru, Kumar, and Trivedi ( 2017 ) examined Generation Y’s trust, and Z. Yu and Lu ( 2014 ) modeled social and technical interactions in China. Şirzad ( 2022 ) underscored the importance of search engine optimization and user-generated content. Anuar, Bahry, and Anuar ( 2025 )’s main focus is also on user-generated content. Mandelli and Cantoni ( 2010 ) explored media coverage’s impact on perceptions through a multilevel framework. Becker and Lee ( 2019 ) noted that while large companies are active on social media, they often lack strategic interaction frameworks. Elmada, Elmaresa, Wardhani, and Putri ( 2022 ) highlighted organic content and complaint management as effective through the Dolle model, while Van den Heever and Rensburg ( 2018 ) emphasized precise monitoring for nonprofits. In tourism, Inversini, Marchiori, Dedekind, and Cantoni ( 2010 ) highlighted service quality through the DORM model, and Pártlová, Dušek, and Sagapova ( 2022 ) measured social content effectiveness with the SME index. Zraková et al. ( 2019 ) identified ethical behavior as critical in transportation, and Fernández-Uclés et al. ( 2024 ) emphasized website quality in the Spanish olive oil industry. Başaran ( 2024 ) explored proactive crisis management at Starbucks Türkiye, Huang and Ki ( 2023 ) highlighted the effectiveness of a humanized tone in addressing complaints, and Dutot et al. ( 2016 ) prioritized corporate empowerment strategies over CSR. Mohamed Sadom et al. ( 2024 ) found social marketing effective for Generation Z’s purchase intent. Benlahbib ( 2020 ) utilized BERT analysis for precise reputation assessment, Qureshi, Younus, O’Riordan, and Pasi ( 2018 ) classified tweets into reputation dimensions, and Rojas-de-Gracia et al. ( 2021 ) linked reputation to stock price volatility. Ratnayaka, Tham, Azam, and Shukri ( 2024 ) integrated theoretical frameworks, Jankauskaite and Urboniene ( 2016 ) emphasized professional content production, Derevianko ( 2018 ) advocated stakeholder engagement, Chun and Davies ( 2001 ) highlighted mission statements for positioning, Castellano and Khelladi ( 2016 ) examined e-WOM in luxury brands, and Horn et al. ( 2015 ) underscored Web 2.0 threats. These studies collectively emphasize integrated strategies and meaningful interactions for enhancing online reputation. ORM has become a critical priority for organizations in the digital age, with its profound impact on customer perceptions, brand sustainability, and financial outcomes well-documented (Horn et al., 2015 ; Mohamed Sadom et al., 2024 ). However, the literature lacks coherence, with studies often focusing on specific aspects. For instance, (Rodríguez-Díaz et al., 2019 ) provided an index for reputation consistency, Huang-Horowitz and Freberg ( 2016 ) focused on aligning organizational identity with reputation messages, and H. Yu and Han ( 2021 ) proposed a scale for e-commerce store reputation. This diversity, while valuable, highlights the absence of a unified framework applicable across industries, from tourism (Inversini et al., 2010 ) to e-commerce (Gupta et al., 2017 ) and logistics (Zraková et al., 2019 ). Practical challenges further complicate ORM, with Becker and Lee ( 2019 ) noting that even large organizations often lack clear strategic frameworks for ORM. The direct link between online reputation and business outcomes, such as purchase intent (Mohamed Sadom et al., 2024 ) and stock price fluctuations (Rojas-de-Gracia et al., 2021 ), underscores the need for a comprehensive model. Existing reviews, such as Ratnayaka et al. ( 2024 ), which focus on content production, or Şirzad ( 2022 ), which emphasizes SEO, social media, and user-generated content, or Pocchiari, Proserpio, and Dover ( 2025 ), which emphasizes online reviews, cover only parts of the literature. Similarly, model provided by Van den Heever and Rensburg ( 2018 ), while comprehensive, draws from limited frameworks rather than a systematic literature review. Some studies adopt simplistic systemic approaches, treating influencing factors as a black box with minimal detail. Moreover, crisis management in social media, highlighted by Başaran ( 2024 ) and Huang and Ki ( 2023 ), remains inadequately integrated into existing frameworks. Online reputation in e-commerce spans diverse domains such as hospitality, hotel trust, online marketplaces, and customer reviews. It also includes strategic areas like business operations, collaborative economy, trust frameworks, and intangible assets. Together, these clusters mentioned by Lopez-Lopez, Plaza-Navas, Torres-Pruñonosa, and Martinez ( 2025 ), reflect the multidimensional nature of ORM and its evolution across industries and consumer behavior. These limitations and the fragmented nature of the knowledge underscore the need for a systematic meta-synthesis approach. Such an approach can integrate disparate knowledge, address gaps like the lack of generalizable frameworks, tool standardization, and insufficient focus on crisis management, and provide a comprehensive model encompassing trust (Derevianko, 2018 ), stakeholder engagement (Van den Heever & Rensburg, 2018 ), and financial impacts (Rojas-de-Gracia et al., 2021 ). This approach not only advances the theoretical understanding of ORM but also offers practical guidance for organizations to achieve competitive advantage in digital spaces. This study contributes by systematically consolidating fragmented findings into an evidencebased thematic framework. Methodology This descriptive-analytical study employs a meta-synthesis approach to evaluate, interpret, and synthesize the various factors influencing online reputation. Meta-synthesis, a prominent method within qualitative meta-study frameworks, focuses on synthesizing concepts from prior research (Zimmer, 2006 ). This technique enables researchers to integrate disparate findings from multiple studies in a structured and interpretive manner, clarifying differences and identifying overlaps (Beck, 2002 ). The sample selection for meta-synthesis was based on relevance to the research question, prioritizing qualitative studies. The outcome is a comprehensive perspective that facilitates theory development through organized data synthesis (Noblit & Hare, 1988 ). This study adopts Sandelowski and Barroso ( 2006 )’s seven-stage meta-synthesis framework, comprising: (1) formulating the research question, (2) conducting a systematic literature review, (3) searching and selecting relevant texts, (4) extracting information, (5) analyzing and synthesizing qualitative findings, (6) ensuring quality control, and (7) presenting findings. Data Analysis Step 1: Formulating the Research Question : The primary research question is: What are the factors influencing reputation, and how are they categorized? The study population includes studies on organizational or brand online reputation indexed in reputable electronic databases such as Web of Science omics (WOS), Science Direct, and Scopus, as well as sources extracted from related articles. The temporal scope spans from 2000, just before the advent of Web 2.0 as a key enabler of online reputation, to the end of 2024. Step 2: Systematic Literature Review : Keywords for precise searching were derived from initial article reviews. Online reputation is expressed through terms like “e-reputation,” “online reputation,” “online reputation,” “social media reputation,” and “social network reputation,” which were used as search keywords. Step 3: Searching and Selecting Relevant Texts : Following the PRISMA protocol (Moher, Liberati, Tetzlaff, & Altman, 2009 ), the keyword search across the specified databases identified 1777 records. An additional 12 articles from non-indexed sources were included, and duplicates were removed using EndNote 21. After reviewing the titles and abstracts of 937 records based on the inclusion and exclusion criteria (Table 1 ), 38 articles were selected for meta-synthesis. Figure 2 illustrates the search and selection process. Table 1 Inclusion and Exclusion Criteria for Full-Text Review Inclusion criteria Exclusion criteria Original studies identifying / analyzing determinants of online reputation Short papers, letters, editorials, conference abstracts, or reviews only Full-text accessible Full-text unavailable Organizational / brand-related online reputation Individual or non-organizational reputation focus Empirical or conceptual work with actionable factors Studies not discussing or reporting determinants Studies written in English Studies written in other languages These criteria were established to ensure that the included studies directly addressed organizational or brand-related online reputation and provided actionable determinants applicable to strategic decision-making. Step 4: Extracting Information : After identifying relevant sources, a thorough review and final refinement extracted 255 open codes representing factors influencing online reputation. Among these, factors such as electronic word-of-mouth (e-WOM), product and service quality, user-generated content participation, active social media engagement, consumer trust, innovation, social responsibility, response speed, appropriate social media platform selection, user engagement, ethical behavior, transparency, active social media presence, organization-generated content, social media monitoring, stakeholder engagement, performance consistency, perceived value, search engine optimization (SEO/SMO), superior performance relative to competitors, and content attractiveness emerged as significant, with their frequency of occurrence indicating their relative importance (Table 2 ). Table 2 Sample of Extracted Open Codes Code (determinant) Frequency Sample sources Attention to eWOM 14 RodríguezDíaz et al., 2018a; Yu & Han, 2021 ; Mandelli & Cantoni, 2010 ; Kurnia, Dahlan, & Samsuryadi, 2020 ; Elmada et al., 2022 ; Jankauskaite & Urboniene, 2016 ; Van den Heever & Rensburg, 2018 ; Yaşarsoy, Çalişkan, & Pamukçu, 2022 ; Castellano & Khelladi, 2016 ; Ratnayaka et al., 2024 ; Mohamed Sadom et al., 2024 ; Pocchiari et al., 2025 User Generated Content 10 Şirzad, 2022 ; Jankauskaite & Urboniene, 2016 ; Derevianko, 2018 ; Ratnayaka et al., 2024 ; Castellano & Khelladi, 2016 ; Anuar et al., 2025 Product/service quality 9 RodríguezDíaz et al., 2019; RodríguezDíaz et al., 2018a; Yu & Han, 2021 ; Yu & Lu, 2014 ; Zraková et al., 2019 ; Inversini et al., 2010 ; Dutot, Lacalle Galvez, & Versailles, 2016 Active social media interaction 6 Sánchez et al., 2019 ; RodríguezDíaz et al., 2018b; Mandelli & Cantoni, 2010 ; Kurnia et al., 2020 ; Van den Heever & Rensburg, 2018 ; Mohamed Sadom et al., 2024 Consumer trust 5 HuangHorowitz & Freberg, 2016; Yu & Han, 2021 ; Yu & Lu, 2014 ; Castellano & Khelladi, 2016 ; Başaran, 2024 Innovation 5 HuangHorowitz & Freberg, 2016; Zraková et al., 2019 ; Inversini et al., 2010 ; Dutot et al., 2016 ; Qureshi et al., 2018 social responsibility 5 RojasdeGracia et al., 2021; Zraková et al., 2019 ; Hoffmann & Weithaler, 2015 ; FernándezUclés et al., 2024; Qureshi et al., 2018 Speed of response 5 Yu & Han, 2021 ; RodríguezDíaz et al., 2018b; AlYazidi, Berri, & Hassan, 2022; Becker & Lee, 2019 ; Hoffmann & Weithaler, 2015 SEO & SMO 4 Anuar et al., 2025 ; Rodríguez-Díaz, Rodríguez-Voltes, et al., 2018; Şirzad, 2022 ; Yaşarsoy, Çalişkan, & Pamukçu, 2022 User engagement 4 HuangHorowitz & Freberg, 2016; Sánchez et al., 2019 ; RodríguezDíaz et al., 2018b; Jankauskaite & Urboniene, 2016 Ethical behavior 4 RojasdeGracia et al., 2021; Zraková et al., 2019 ; FernándezUclés et al., 2024; Qureshi et al., 2018 Factors related to communication and active engagement, including e-WOM, online evaluations, communication quality, message quality, informal communication, fostering a sense of real social presence, response speed, stakeholder interaction, user engagement, attention to diverse stakeholders, and collaboration with influencers, were particularly prominent in the literature. Step 5: Analyzing and Synthesizing Qualitative Findings : Through iterative review and comparison of open codes, 89 codes were merged into similar codes, reducing the total to 178 unique codes. Subsequently, 49 axial codes were identified to facilitate concept recognition. For example, codes such as “respecting the general customer voice” (Huang & Ki, 2023 ) were merged into “listening to customer voices” (Horn et al., 2015 ). Deeper analysis grouped related concepts into broader categories to comprehensively cover the extracted concepts. Step 6: Quality Control : This qualitative study relies on extensive field research and theoretical techniques. To enhance theoretical validity, expert opinions were incorporated. The Cohen’s Kappa index was used to assess coding agreement, ensuring data reliability. To guarantee meta-synthesis quality, the researcher repeatedly revisited prior stages to verify accuracy. Article selection involved meticulous background review, and all stages were documented transparently to ensure clarity and independence. The literature review followed the PRISMA protocol using reputable international citation databases, with diverse data sources and research approaches to minimize bias. The Cohen’s Kappa index, ranging from 0 to 1, measured coding agreement, with higher values indicating greater evaluator consensus (Manian & Ronaghi, 2015 ). Coding results, concepts, and themes were shared with a relevant academic expert for comparison, and after minor adjustments, SPSS analysis yielded a significant Kappa value (< 0.05), indicating robust code reliability. Table 3 Inter rater agreement (Cohen’s kappa) Kappa Standard error pvalue 0.839 0.032 0.000 Step 7: Presenting Findings : Qualitative and conceptual studies comprised 45% of the reviewed research, with nearly one-third employing mixed methods, justifying the meta-synthesis approach. Figure 4 illustrates the types of research sources, while Fig. 5 shows publication years, indicating interest in ORM predates 2010, peaking in 2015, yet remaining a focal research area. Table 4 profiles the 38 selected sources evaluated through a systematic approach based on Table 1 criteria. Table 4 Profile of included studies Study Geography Aim/main topic Method Approach Domain (Chun & Davies, 2001 ) USA Assess whether mission/vision statements on corporate websites can build ereputation Content analysis Qualitative Computer manufacturers, retailers, commercial banks (Mandelli & Cantoni, 2010 ) Italy New theoretical/methodological perspective on how online content/discourse affects corporate reputation Mixed methods Mixed Not specified (Z. Yu & Lu, 2014 ) China Determinants of online reputation in ecommerce websites Simulation Quantitative Not specified (Hoffmann & Weithaler, 2015 ) USA Contributions to identity and brand reputation via brand communications Mixed methods Mixed — (Huang-Horowitz & Freberg, 2016 ) — Conceptual model aligning identity and reputation messages Review Conceptual Not specified (Castellano & Khelladi, 2016 ) Global Determinants of ereputation in luxury brands (Gen Y) Survey Quantitative Luxury (Jankauskaite & Urboniene, 2016 ) Lithuania Building positive reputation via content creation/sharing in social media Content analysis Mixed Not specified (Gupta et al., 2017 ) India ORM determinants in ecommerce and relationship with trust among Gen Y Mixed methods Mixed Online shopping (Castellano & Dutot, 2017 ) France eWOM effects on ereputation Survey Quantitative — (Rodríguez-Díaz, Rodríguez-Díaz, et al., 2018 ) Spain/Morocco Analyzing online social communications to assess hospitality/destination reputation Survey Quantitative Tourism (Van den Heever & Rensburg, 2018 ) — ORM framework for NPOs to shape stakeholder participation and manage negative publicity Case study Qualitative Nonprofits (Rodríguez-Díaz, Rodríguez-Voltes, et al., 2018) — Gap analysis of key dimensions of online reputation Review Conceptual Tourism (Derevianko, 2018 ) Ukraine Stakeholder engagement to modernize reputation management and reduce frictions Mixed Qualitative emphasis Food processing (Sánchez et al., 2019 ) Global Online reputation in tourism and links to destination competitiveness Sentiment analysis Qualitative Tourism (Becker & Lee, 2019 ) USA (NY) Firm size and adoption of social media for corporate ORM Survey Quantitative Not specified (Rodríguez-Díaz et al., 2019 ) Spain RORB index to assess consistency/balance of online reputation in lodgings Mixed Mixed Tourism (Zraková et al., 2019 ) — Determinants of online reputation in transport/logistics Secondary data Qualitative Transport (Kurnia, Dahlan, & Samsuryadi, 2020 ) — Conceptual model for addressing negative eWOM threats Review Conceptual — (H. Yu & Han, 2021 ) Not specified Multidimensional measure for online shopping mall reputation (OSMR) Mixed Mixed Ecommerce (Rojas-de-Gracia et al., 2021 ) Spain Online reputation and stock price movements Mixed Qualitative emphasis — (Al-Yazidi, Berri, & Hassan, 2022 ) Global Hybrid model for measuring organizational reputation on Twitter Mixed Mixed — (Elmada et al., 2022 ) Indonesia ORM strategies via case study of a successful ORM company Case study Qualitative — (Şirzad, 2022 ) — Review of definitions, components, generators, and protectors of ereputation Review Conceptual — (Yaşarsoy, Çalişkan, & Pamukçu, 2022 ) Türkiye Role of ORM in tourism establishments Interviews Qualitative Tourism (Mandina & Matsika, 2024 ) Zimbabwe Social media monitoring as ORM in life assurance Mixed Mixed Insurance (Fernández-Uclés et al., 2024 ) Spain ORM factors for agrifood firms Mixed Mixed Agrifood (Ratnayaka et al., 2024 ) — Integrated frameworks and interconnections for ORM Review Conceptual — (Inversini et al., 2010 ) London Validating DORM for destination ORM with UGC focus Mixed Mixed Tourism (Horn et al., 2015 ) — Primer on social media threats to business reputation and responses Review Conceptual — (Dutot et al., 2016 ) France CSR communication strategies and effects on online reputation Mixed Qualitative emphasis — (Mohamed Sadom et al., 2024 ) Malaysia To examine how social media marketing influences fast-food consumers’ trust and reputation, shaping their purchase intention Survey Quantitative Fast food (Boumhidi, Benlahbib, & Nfaoui, 2023 ) — Automated reputation generation from user opinions and news Sentiment analysis Mixed — (Pártlová et al., 2022 ) Europe Effectiveness of official city social media for city reputation and marketing Primary data Quantitative Tourism (Başaran, 2024 ) Türkiye Preventive vs. reactive crisis management in social media Survey Quantitative Starbucks (case) (Huang & Ki, 2023 ) USA Conversational human voice in paracrisis responses Survey/experiment Quantitative Coffee (hypothetical brand) (Peco-Torres et al., 2025 ) Spain how hotel firms can enhance online reputation by integrating firm-perceived value (FPV) and customer ratings. Survey Quantitative Tourism (Anuar et al., 2025 ) Malaysia explore how user-generated content and social tagging influence corporate reputation Review Conceptual Higher Education (Pocchiari et al., 2025 ) — Review existing research on online opinions and provide a future direction Review Conceptual Digital platforms, e-commerce, marketing, etc. Conceptual Model The meta-synthesis process culminated in the identification of nine core themes, validated through expert consensus, as depicted in Fig. 7 . These themes are elaborated below, followed by the conceptual model. Crisis Management Crisis management, encompassing 20 subfactors, emerged as a pivotal element in preserving online reputation. A comprehensive crisis management plan (4 occurrences) was linked to proactive preparation. Online reputation monitoring (3 occurrences) involved identifying harmful content and reviewing malicious websites. Transparent problem explanation (6 occurrences) included providing clear information, addressing issues during crises, and highlighting positive aspects, while unrealistic statements were noted as potentially eroding trust. Rapid crisis response on social media (5 occurrences), accepting responsibility, formal apologies (2 occurrences), and social media crisis management were associated with enhanced reputation, whereas inappropriate responses or customer manipulation were described as challenges. Maintaining customer loyalty and demonstrating adaptability during crises were also frequently linked to stronger reputations. Transparency and promptness, particularly in addressing issues, were consistently reported as factors supporting stakeholder trust. Effective Social Media Management Effective social media management, comprising 46 subfactors, was identified as a cornerstone of online reputation. Content freshness (7 occurrences) was achieved through organizationgenerated content, regular publishing, and maintaining relevance. Usergenerated content participation (10 occurrences) was associated with employee empowerment and encouragement of user involvement. Content attractiveness (8 occurrences), characterized by efficiency, satisfaction, simplicity, logic, relevance, and entertainment, was frequently reported as highly influential. Search engine and social media optimization (SEO/SMO) (4 occurrences), supported by social tagging, user engagement, and consistent information across channels, was highlighted as critical. Active social media platform diversity (1 occurrence) was linked to effective account management. Social media monitoring (7 occurrences), supported by employee training, credible sources, and sentiment analysis—particularly positive sentiments—was also reported as important. Selecting appropriate social media platforms (5 occurrences) and leveraging emerging platforms were noted among effective practices. Across studies, attractive content and frequent user participation were consistently connected to higher engagement, while continuous monitoring and targeted content production, together with alignment between traditional and digital marketing, were commonly associated with a stronger digital presence. Active Communication and Engagement Active communication and engagement, comprising 72 subfactors, was identified as the most critical factor in online reputation. Attention to eWOM (16 occurrences) included online evaluations and critical customer posts. Communication quality (9 occurrences) was characterized by tangible, concise, accurate, assertive, transparent, and comprehensive messages. Fostering a sense of real social presence (5 occurrences) was associated with humanized interactions and robust social relationships. Response speed (5 occurrences) was frequently contrasted with passive responses. Stakeholder engagement (16 occurrences)—including user and stakeholder involvement, government interaction, and addressing stakeholder expectations—was repeatedly highlighted as a key element. Collaboration with influencers (3 occurrences) and active social media engagement (17 occurrences), particularly in customer relationship management, were reported as enhancing digital presence. Across the reviewed studies, frequent stakeholder engagement and active eWOM underscored the importance of twoway communication, while humanized interactions and rapid responses were consistently linked to trustbuilding and the avoidance of passive approaches. Organizational Website Quality Website quality, comprising 21 subfactors, was found to significantly influence online reputation. Product information provision (4 occurrences) included sales and visit data. Ease of use (8 occurrences) was associated with personalization, convenient product search, and proper categorization. Website ranking and content (1 occurrence each), particularly mission statements, were reported as significant. Website quality (4 occurrences) was linked to system stability, security, and aesthetic design. The high frequency of easeofuse mentions underscored the importance of accessibility. Across studies, usercentric design, security, aesthetic appeal, and continuous updates were consistently described as characteristics of higherquality organizational websites. Customer Experience Customer experience, encompassing 41 subfactors, was identified as a cornerstone of online reputation. Establishing service desks and addressing user needs were described as foundational actions. Consumer experience (14 occurrences) included service speed, rapid refund processes, ease of customer service communication, and consumer trust (reported with high frequency). Service quality (15 occurrences)—particularly product and service quality (high frequency), continuous improvement, and transportation quality—was frequently noted as critical. Innovation (5 occurrences), authentic products, transparent delivery, and fair pricing were also highlighted. The high frequency of service quality and consumer experience references underscored their reported association with trustbuilding. Across the reviewed studies, innovation, transparency, and quality services, together with wellfunctioning digital service desks, were consistently linked to more positive customer experiences. Organizational Identity Organizational identity, comprising 11 subfactors, was identified as shaping online reputation. Business scale (2 occurrences) included company size. Professional personnel (4 occurrences) was associated with positive employee attitudes and employee empowerment. Management commitment, organizational maturity growth, and an open organizational culture (2 occurrences), particularly practices such as listening to employees, were reported as important. The high frequency of professional personnel references highlighted the key role of human resources. Across studies, employee empowerment, fostering an open culture, and developing specialized training programs were consistently linked to building a strong organizational identity. Ethical Reputation Ethical reputation, comprising 30 subfactors, was reported as emphasizing organizational values. User privacy support (2 occurrences) and adherence to legal norms (3 occurrences), including valid certifications, were identified as important elements. Social responsibility (7 occurrences) encompassed environmental sensitivity. Ethical behavior (18 occurrences)—particularly transparency and behavioral consistency (each reported with high frequency)—included honesty and compliance with ethical content standards. Ethical behavior and social responsibility, both frequently noted, were associated with strengthening public trust. Across the reviewed literature, transparency, consistency, commitment to social responsibility, and reinforced privacy policies were consistently linked to enhanced ethical reputation. Offline Reputation Offline reputation, comprising 18 subfactors, was described as complementing online reputation. Company cooperativeness and social orientation, organizational image, and distinctiveness were noted. Industry leadership (6 occurrences)—particularly superior performance relative to competitors (reported with higher frequency)—and financial performance were identified as important. Perceived value (4 occurrences) included added value and seller credibility. The frequent references to industry leadership underscored its reported role in differentiation. Across the reviewed studies, strong performance, value creation, and the communication of offline achievements on digital platforms were consistently associated with a strengthened offline reputation. Effective Advertising Offline reputation, comprising 18 subfactors, was described as complementing online reputation. Company cooperativeness and social orientation, organizational image, and distinctiveness were noted. Industry leadership (6 occurrences)—particularly superior performance relative to competitors (reported with higher frequency)—and financial performance were identified as important. Perceived value (4 occurrences) included added value and seller credibility. The frequent references to industry leadership underscored its reported role in differentiation. Across the reviewed studies, strong performance, value creation, and the communication of offline achievements on digital platforms were consistently associated with a strengthened offline reputation. Based on the frequency and number of sub-concepts in the themes, as displayed in Fig. 6 , the themes of active engagement, effective social media management, and customer experience are more prominent. The conceptual model of the research is presented in Fig. 7 . As the framework is derived from qualitative synthesis, it reflects observed consistencies rather than tested causal relationships. Conclusion and Recommendations Online reputation, recognized as a strategic asset, emerges from the dynamic interaction of multiple factors. The findings of this study indicate that active communication and engagement (72 occurrences), effective social media management (46 occurrences), and customer experience (41 occurrences) were the most frequently reported pillars of online reputation. Alongside these, crisis management, ethical reputation, and website quality were also identified as central components. In particular, stakeholder engagement, attractive content production, and highquality service delivery were consistently associated with strengthened trust and loyalty. A holistic consideration of these factors was described as supporting a coordinated system of communications, technology, and ethical values, rather than focusing on isolated elements. This integration positions online reputation not only as an outcome of organizational performance but also as a lever for sustainable competitiveness. Sustainable online reputation was further reported to require alignment between online and offline activities. Offline reputation, organizational identity, and effective advertising, by enhancing organizational image and market differentiation, were noted as complementary to digital presence. Industry leadership and professional personnel were associated with improved stakeholder perceptions, while ethical behavior and social responsibility were linked to deeper public trust. A key challenge identified in the reviewed studies was avoiding siloed approaches, which may result in passive responses or nontransparent statements during crises. Continuous social media monitoring, website optimization, and humanized interactions were frequently highlighted as means to narrow the gap between stakeholder expectations and actual performance. This integrated approach was characterized as fostering a dynamic ecosystem in which each factor reinforces the others. Based on these findings, several practical implications arise. Interactions with users can be designed to priorities a sense of real social presence over purely virtual contact. Active engagement strategies were described as considering not only customers and their communication or purchase experiences but also other stakeholders. An integrated online reputation strategy—including crisis management protocols, employee training for digital interactions, and continuous online feedback monitoring—was repeatedly suggested as beneficial. Investment in usercentric technologies, such as secure and personalized websites and data analysis tools, was reported as improving customer experience and enabling content optimization. Commitment to ethical values, expressed through transparency in policies and social responsibility, was viewed as most effective when embedded across all activities. Strengthening coordination between online and offline dimensions was associated with maintaining online reputation as a sustainable competitive advantage. By adopting such a holistic approach, organizations were seen to both attract stakeholder trust and sustain leadership in a rapidly evolving digital environment. This metasynthesis, drawing on 38 highquality articles from established databases (WOS, Science Direct, Scopus), provides a robust ORM framework, yet its Englishlanguage focus may omit nonEnglish perspectives and reduce crosscultural applicability. As a qualitative synthesis, the findings reflect convergent patterns reported in the reviewed studies rather than tested causal mechanisms. Heterogeneity in definitions and measurement of ORM across sources, along with uneven geographic and sectoral coverage, may constrain generalizability. Potential publication bias and time-sensitivity (evolving platforms, algorithms, and user norms) also limit the stability of inferences. These factors should temper overgeneralization and guide cautious application. Future studies could build on this framework through quantitative validation of the relationships among its domains, using experimental, longitudinal, or structural modeling designs. Testing the model across diverse industries and organizational sizes would help to clarify its adaptability and reveal any sector-specific modifications. Comparative cross-cultural research is particularly important for understanding how cultural norms shape ORM priorities and their perceived effectiveness. Methodological diversification, incorporating social network analysis, text mining, and other data-driven techniques, could uncover emerging dynamics and refine domain definitions. Finally, longitudinal approaches are recommended to explore how ORM strategies perform over time in response to shifts in platforms, algorithms, and user behaviors, ensuring that the framework remains relevant in an evolving digital landscape. 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14:20:55","extension":"html","order_by":17,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":175330,"visible":true,"origin":"","legend":"","description":"","filename":"earlyproof.html","url":"https://assets-eu.researchsquare.com/files/rs-7392512/v1/9df266a08193a392cd734860.html"},{"id":91721265,"identity":"8833aeb3-9d46-482d-9fb7-0de8d181bc4f","added_by":"auto","created_at":"2025-09-19 14:20:55","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":42560,"visible":true,"origin":"","legend":"\u003cp\u003eThe relationship between the concepts of organizational reputation, personality, identity, and organizational image. Source: Author's work based on the literature on the subject (Chun, 2005; Omar, Williams Jr, \u0026amp; Lingelbach, 2009).\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-7392512/v1/fea90cc6ce5985857e3d2b2d.png"},{"id":91721269,"identity":"98a992ca-79f7-4510-af40-d6d43a43be98","added_by":"auto","created_at":"2025-09-19 14:20:55","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":183346,"visible":true,"origin":"","legend":"\u003cp\u003esearch and selection process\u003c/p\u003e","description":"","filename":"2.png","url":"https://assets-eu.researchsquare.com/files/rs-7392512/v1/7fec5755001c53f0267525f8.png"},{"id":91721266,"identity":"905de2cc-31e1-4413-a273-85a3fca0da40","added_by":"auto","created_at":"2025-09-19 14:20:55","extension":"png","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":80075,"visible":true,"origin":"","legend":"\u003cp\u003ePublication year of the searched sources\u003c/p\u003e","description":"","filename":"3.png","url":"https://assets-eu.researchsquare.com/files/rs-7392512/v1/0eb2eba0c476d199b375fdad.png"},{"id":91722403,"identity":"492f95e5-e9c7-41ab-939e-8d6eae89e0e1","added_by":"auto","created_at":"2025-09-19 14:28:55","extension":"png","order_by":4,"title":"Figure 4","display":"","copyAsset":false,"role":"figure","size":39473,"visible":true,"origin":"","legend":"\u003cp\u003eThe ratio of the research approach of the selected studies\u003c/p\u003e","description":"","filename":"4.png","url":"https://assets-eu.researchsquare.com/files/rs-7392512/v1/9c003c748682f8fdd7c5a135.png"},{"id":91722769,"identity":"8dc57764-6082-4afb-8d3a-37527f66c570","added_by":"auto","created_at":"2025-09-19 14:36:55","extension":"png","order_by":5,"title":"Figure 5","display":"","copyAsset":false,"role":"figure","size":37438,"visible":true,"origin":"","legend":"\u003cp\u003eThe ratio of types of research sources searched\u003c/p\u003e","description":"","filename":"5.png","url":"https://assets-eu.researchsquare.com/files/rs-7392512/v1/84c92d04c65d6ecef8b0f0be.png"},{"id":91721274,"identity":"5aff1933-e811-489f-8988-c9ee21ff4d43","added_by":"auto","created_at":"2025-09-19 14:20:55","extension":"png","order_by":6,"title":"Figure 6","display":"","copyAsset":false,"role":"figure","size":169080,"visible":true,"origin":"","legend":"\u003cp\u003eThe emphasis ratio of the themes in the reviewed sources\u003c/p\u003e","description":"","filename":"6.png","url":"https://assets-eu.researchsquare.com/files/rs-7392512/v1/90c44be3b8854217c39ecdcc.png"},{"id":91722772,"identity":"27f9ee3e-0655-4d92-afc0-c37d3c50a9c8","added_by":"auto","created_at":"2025-09-19 14:36:55","extension":"png","order_by":7,"title":"Figure 7","display":"","copyAsset":false,"role":"figure","size":141570,"visible":true,"origin":"","legend":"\u003cp\u003eConceptual research model\u003c/p\u003e","description":"","filename":"7.png","url":"https://assets-eu.researchsquare.com/files/rs-7392512/v1/e7d1babbf97ae9b6fb6bc0e4.png"},{"id":93625635,"identity":"72455b82-84ac-42ec-b3b0-13bd319fe7f4","added_by":"auto","created_at":"2025-10-15 19:16:42","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1584050,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-7392512/v1/06aafe5e-7a07-4f87-bc39-28f446ceb0e5.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Online Reputation Management: A Meta-Synthesis of Key Factors","fulltext":[{"header":"Introduction","content":"\u003cp\u003ePublic perception of an individual, group, or organization, often termed reputation, holds significant influence across various domains, including education, commerce, online communities, and social contexts (Hoffman, Zage, \u0026amp; Nita-Rotaru, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). Online reputation, shaped through electronic interactions across platforms such as social media, emerges from the accumulation of user-generated opinions, feedback, and content (Chun \u0026amp; Davies, \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2001\u003c/span\u003e; Micera \u0026amp; Crispino, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). This form of reputation profoundly impacts customer decision-making, investor attraction, and employee recruitment (Bouchikhi, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2007\u003c/span\u003e; Huang-Horowitz \u0026amp; Freberg, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). In industries like tourism and e-commerce, online reputation serves not only as a reflection of user experiences but also as a strategic tool to enhance trust, loyalty, and purchase intent (Freire, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2011\u003c/span\u003e; S\u0026aacute;nchez, Correia, \u0026amp; Maldonado, \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; H. Yu \u0026amp; Han, \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). However, the dynamic and volatile nature of online reputation, susceptible to rapid changes driven by positive or negative content on digital platforms (Kaplan \u0026amp; Haenlein, \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Szabo \u0026amp; Huberman, \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2010\u003c/span\u003e), renders it a vulnerable asset requiring meticulous and targeted management.\u003c/p\u003e\u003cp\u003eOnline Reputation Management (ORM) represents a systematic process of monitoring, analyzing, and shaping public perceptions in digital spaces, an indispensable necessity in the era of social media. This process encompasses continuous monitoring of user feedback, managing digital content, and addressing potential crises that could swiftly undermine organizational credibility (Becker \u0026amp; Lee, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Horn et al., \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Social media, by transferring power from organizations to users and enabling rapid dissemination of user-generated content, introduces new challenges for reputation management (Derevianko, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Horn et al., \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). A single complaint on platforms like Twitter, for instance, can escalate into a full-blown reputation crisis(Huang \u0026amp; Ki, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Conversely, effective ORM, through targeted communication strategies such as aligning messages with organizational identity and leveraging sentiment analysis tools, can bolster public trust, enhance financial performance, and ensure brand sustainability (Chun \u0026amp; Davies, \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2001\u003c/span\u003e; Mohamed Sadom, Mat Yusoff, \u0026amp; Mohd Sauh, 2024; Rojas-de-Gracia, Casado-Molina, \u0026amp; Alarc\u0026oacute;n-Urbistondo, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2021\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eThe significance of ORM is particularly pronounced in industries such as tourism, e-commerce, and agri-food, where public perception and trust are pivotal to success (Fern\u0026aacute;ndez-Ucl\u0026eacute;s, Mozas-Moral, Bernal-Jurado, \u0026amp; Puentes-Poyatos, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Micera \u0026amp; Crispino, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; H. Yu \u0026amp; Han, \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2021\u003c/span\u003e).. Organizations that adeptly leverage social media capabilities can mitigate crises through appropriate response strategies, preserving their reputation and minimizing potential damage (Horn et al., \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Sisson \u0026amp; Bowen, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Furthermore, the adoption of advanced tools such as big data analytics and intelligent systems for evaluating user feedback and assigning numerical reputation scores facilitates customer decision-making and enables organizations to identify and manage critical feedback (Benlahbib, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; El Marrakchi, Bensaid, \u0026amp; Bellafkih, \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). ORM not only aids in maintaining a positive brand perception but also fosters stakeholder engagement and alignment with sustainable development goals, guiding organizations toward competitive advantage and long-term objectives (Dutot, Lacalle Galvez, \u0026amp; Versailles, 2016; Fern\u0026aacute;ndez-Ucl\u0026eacute;s et al., \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2024\u003c/span\u003e).\u003c/p\u003e"},{"header":"Literature Review","content":"\u003cp\u003eOrganizational reputation, recognized as a vital intangible asset, plays a pivotal role in ensuring the survival and success of organizations in today’s competitive environment. Defined as the collective judgment of external stakeholders regarding an organization’s past performance and its capacity to create value for stakeholders (Fombrun, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e1996\u003c/span\u003e; Zheng, Liu, \u0026amp; Davison, \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2018\u003c/span\u003e), reputation directly influences the behavior of customers, investors, and suppliers. This concept, rooted in an organization’s interactions and behaviors with the public, is inherently dynamic and subject to continuous change due to its dependence on information exchange between brands and consumers (Asad, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Reputation encompasses both cognitive evaluations based on past performance and emotional perceptions derived from stakeholders’ impressions (Zheng et al., \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Without a favorable reputation, an organization’s survival and progress are jeopardized, leading to potential failure (Ruiz, Esteban, \u0026amp; Gutiérrez, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). The benefits of a positive reputation include reduced marketing costs, increased sales, improved stakeholder relationships, and enhanced crisis management capabilities (Zraková, Demjanovičová, \u0026amp; Kubina, \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). However, reputation is a long-term, sustainable asset requiring strategic management and consistent alignment of organizational performance with stakeholder expectations (Mehtap \u0026amp; Kokalan, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e2013\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eReputation is closely intertwined with related organizational concepts such as identity and image. Identity reflects an organization’s internal values and culture, influencing employee experiences, while image represents the external portrayal of the organization through advertising and communications (Caruana, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e1997\u003c/span\u003e; Chun, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Omar et al., \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). Organizational personality, reflecting the strengths and weaknesses of the organization, complements reputation formation (Omar et al., \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). Together, these elements create a cumulative perception of the organization over time, reflecting its past, present, and future actions (Chun, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Fombrun \u0026amp; Van Riel, \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2004\u003c/span\u003e). Reputation also incorporates a long-term temporal dimension, as it is shaped by stakeholders’ collective perceptions from past to present and their expectations for the future (Chun, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Van Riel \u0026amp; Fombrun, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e1997\u003c/span\u003e). In this sense, identity and image can be considered components of reputation (Chun, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Figure \u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e depicts these concepts.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eIn essence, organizational reputation encapsulates the collective opinions and beliefs held by the public about an organization, derived from others’ experiences communicated through social media platforms or word-of-mouth advertising (Cabral, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2016\u003c/span\u003e ). With the advent of the digital era, the concept of reputation has evolved into online reputation, defined as a multidimensional evaluation of a brand’s service or product characteristics in digital environments (Mohamed Sadom et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Online reputation, formed through user-generated content such as reviews, images, and videos shared on social media, significantly influences customer decision-making due to the rapid and widespread accessibility of online information (Estárico, Medina, \u0026amp; Marrero, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Li, Ye, \u0026amp; Law, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). Unlike offline reputation, which is primarily shaped through traditional media or face-to-face interactions, online reputation results from user activities on digital platforms (O’Brolcháin et al., \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Positive or negative online content can swiftly influence public perception of an organization (Şirzad, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). This dynamic and often uncontrollable nature of online reputation transforms it into a critical competitive asset, necessitating continuous monitoring and management (Rodríguez-Díaz, Rodríguez-Voltes, \u0026amp; Rodríguez-Voltes, \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2018\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eOnline Reputation Management (ORM) is defined as a systematic process for shaping and controlling public perceptions of an organization in digital spaces (Fombrun, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e1996\u003c/span\u003e; Jankauskaite \u0026amp; Urboniene, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). This process includes activities such as search engine optimization, online content monitoring, customer engagement, and crisis management in response to dissatisfaction (Kempe, Kleinberg, \u0026amp; Tardos, \u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). The primary goal of ORM is to minimize the gap between an organization’s actual position and its public perception (Şirzad, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Given the dynamic nature of social media and its impact on consumer behavior, organizations must employ effective communication strategies, such as prompt responses to stakeholder needs and creating positive content, to strengthen their online reputation (Tang, Lu, Wang, Wang, \u0026amp; Li, \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). Key ORM principles, including differentiation, focus, consistency, identity, and transparency, enable organizations to build a robust and sustainable online reputation (Fombrun \u0026amp; Foss, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2001\u003c/span\u003e). Given the growing importance of online reputation in attracting customers and maintaining competitive advantage, this study examines the factors influencing ORM in the context of social media, aiming to provide a comprehensive framework for organizations, particularly internet-based service providers.\u003c/p\u003e"},{"header":"Research Background","content":"\u003cp\u003eOnline Reputation Management (ORM) has been the focus of numerous studies emphasizing evaluation, monitoring, and communication strategies. Rodríguez-Díaz, Alonso-González, Rodríguez-Voltes, and Rodríguez-Voltes (\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) developed the RORB index to assess reputation consistency across platforms, demonstrating that higher-quality accommodations exhibit greater coherence. Peco-Torres, Polo-Peña, and Frías-Jamilena (\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e2025\u003c/span\u003e) and Rodríguez-Díaz, Rodríguez-Díaz, and Espino-Rodríguez (\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) analyzed Booking.com data, identifying service quality, perceived value, and added value as critical factors in tourism’s online reputation. Rodríguez-Díaz, Rodríguez-Díaz, Rodríguez-Voltes, et al. (2018) further emphasized continuous monitoring through models assessing coherence, accuracy, and communication intensity. In the realm of identity and reputation, Huang-Horowitz and Freberg (\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) and Sánchez et al. (\u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) focused on the synergy between identity and reputation messages, with the former emphasizing narrative construction and the latter proposing metrics like transparency. Hoffmann and Weithaler (\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) introduced the BICRM model, highlighting brand communication as essential for transforming identity into reputation. In e-commerce, H. Yu and Han (\u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) proposed a multidimensional scale for online store reputation, Gupta, Ponnuru, Kumar, and Trivedi (\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e) examined Generation Y’s trust, and Z. Yu and Lu (\u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2014\u003c/span\u003e) modeled social and technical interactions in China. Şirzad (\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) underscored the importance of search engine optimization and user-generated content. Anuar, Bahry, and Anuar (\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2025\u003c/span\u003e)’s main focus is also on user-generated content. Mandelli and Cantoni (\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2010\u003c/span\u003e) explored media coverage’s impact on perceptions through a multilevel framework. Becker and Lee (\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) noted that while large companies are active on social media, they often lack strategic interaction frameworks. Elmada, Elmaresa, Wardhani, and Putri (\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) highlighted organic content and complaint management as effective through the Dolle model, while Van den Heever and Rensburg (\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) emphasized precise monitoring for nonprofits. In tourism, Inversini, Marchiori, Dedekind, and Cantoni (\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2010\u003c/span\u003e) highlighted service quality through the DORM model, and Pártlová, Dušek, and Sagapova (\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) measured social content effectiveness with the SME index. Zraková et al. (\u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) identified ethical behavior as critical in transportation, and Fernández-Uclés et al. (\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) emphasized website quality in the Spanish olive oil industry. Başaran (\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) explored proactive crisis management at Starbucks Türkiye, Huang and Ki (\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) highlighted the effectiveness of a humanized tone in addressing complaints, and Dutot et al. (\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) prioritized corporate empowerment strategies over CSR. Mohamed Sadom et al. (\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) found social marketing effective for Generation Z’s purchase intent. Benlahbib (\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) utilized BERT analysis for precise reputation assessment, Qureshi, Younus, O’Riordan, and Pasi (\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) classified tweets into reputation dimensions, and Rojas-de-Gracia et al. (\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) linked reputation to stock price volatility. Ratnayaka, Tham, Azam, and Shukri (\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) integrated theoretical frameworks, Jankauskaite and Urboniene (\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) emphasized professional content production, Derevianko (\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) advocated stakeholder engagement, Chun and Davies (\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2001\u003c/span\u003e) highlighted mission statements for positioning, Castellano and Khelladi (\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) examined e-WOM in luxury brands, and Horn et al. (\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) underscored Web 2.0 threats. These studies collectively emphasize integrated strategies and meaningful interactions for enhancing online reputation.\u003c/p\u003e\u003cp\u003eORM has become a critical priority for organizations in the digital age, with its profound impact on customer perceptions, brand sustainability, and financial outcomes well-documented (Horn et al., \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Mohamed Sadom et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). However, the literature lacks coherence, with studies often focusing on specific aspects. For instance, (Rodríguez-Díaz et al., \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) provided an index for reputation consistency, Huang-Horowitz and Freberg (\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) focused on aligning organizational identity with reputation messages, and H. Yu and Han (\u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) proposed a scale for e-commerce store reputation. This diversity, while valuable, highlights the absence of a unified framework applicable across industries, from tourism (Inversini et al., \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2010\u003c/span\u003e) to e-commerce (Gupta et al., \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e) and logistics (Zraková et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Practical challenges further complicate ORM, with Becker and Lee (\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) noting that even large organizations often lack clear strategic frameworks for ORM. The direct link between online reputation and business outcomes, such as purchase intent (Mohamed Sadom et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) and stock price fluctuations (Rojas-de-Gracia et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2021\u003c/span\u003e), underscores the need for a comprehensive model. Existing reviews, such as Ratnayaka et al. (\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), which focus on content production, or Şirzad (\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e), which emphasizes SEO, social media, and user-generated content, or Pocchiari, Proserpio, and Dover (\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2025\u003c/span\u003e), which emphasizes online reviews, cover only parts of the literature. Similarly, model provided by Van den Heever and Rensburg (\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2018\u003c/span\u003e), while comprehensive, draws from limited frameworks rather than a systematic literature review. Some studies adopt simplistic systemic approaches, treating influencing factors as a black box with minimal detail. Moreover, crisis management in social media, highlighted by Başaran (\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) and Huang and Ki (\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2023\u003c/span\u003e), remains inadequately integrated into existing frameworks. Online reputation in e-commerce spans diverse domains such as hospitality, hotel trust, online marketplaces, and customer reviews. It also includes strategic areas like business operations, collaborative economy, trust frameworks, and intangible assets. Together, these clusters mentioned by Lopez-Lopez, Plaza-Navas, Torres-Pruñonosa, and Martinez (\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2025\u003c/span\u003e), reflect the multidimensional nature of ORM and its evolution across industries and consumer behavior.\u003c/p\u003e\u003cp\u003eThese limitations and the fragmented nature of the knowledge underscore the need for a systematic meta-synthesis approach. Such an approach can integrate disparate knowledge, address gaps like the lack of generalizable frameworks, tool standardization, and insufficient focus on crisis management, and provide a comprehensive model encompassing trust (Derevianko, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2018\u003c/span\u003e), stakeholder engagement (Van den Heever \u0026amp; Rensburg, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2018\u003c/span\u003e), and financial impacts (Rojas-de-Gracia et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). This approach not only advances the theoretical understanding of ORM but also offers practical guidance for organizations to achieve competitive advantage in digital spaces. This study contributes by systematically consolidating fragmented findings into an evidencebased thematic framework.\u003c/p\u003e"},{"header":"Methodology","content":"\u003cp\u003eThis descriptive-analytical study employs a meta-synthesis approach to evaluate, interpret, and synthesize the various factors influencing online reputation. Meta-synthesis, a prominent method within qualitative meta-study frameworks, focuses on synthesizing concepts from prior research (Zimmer, \u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). This technique enables researchers to integrate disparate findings from multiple studies in a structured and interpretive manner, clarifying differences and identifying overlaps (Beck, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2002\u003c/span\u003e). The sample selection for meta-synthesis was based on relevance to the research question, prioritizing qualitative studies. The outcome is a comprehensive perspective that facilitates theory development through organized data synthesis (Noblit \u0026amp; Hare, \u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e1988\u003c/span\u003e). This study adopts Sandelowski and Barroso (\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2006\u003c/span\u003e)’s seven-stage meta-synthesis framework, comprising: (1) formulating the research question, (2) conducting a systematic literature review, (3) searching and selecting relevant texts, (4) extracting information, (5) analyzing and synthesizing qualitative findings, (6) ensuring quality control, and (7) presenting findings.\u003c/p\u003e"},{"header":"Data Analysis","content":"\u003cp\u003e\u003cb\u003eStep 1: Formulating the Research Question\u003c/b\u003e: The primary research question is: What are the factors influencing reputation, and how are they categorized? The study population includes studies on organizational or brand online reputation indexed in reputable electronic databases such as Web of Science omics (WOS), Science Direct, and Scopus, as well as sources extracted from related articles. The temporal scope spans from 2000, just before the advent of Web 2.0 as a key enabler of online reputation, to the end of 2024.\u003c/p\u003e\u003cp\u003e\u003cb\u003eStep 2: Systematic Literature Review\u003c/b\u003e: Keywords for precise searching were derived from initial article reviews. Online reputation is expressed through terms like “e-reputation,” “online reputation,” “online reputation,” “social media reputation,” and “social network reputation,” which were used as search keywords.\u003c/p\u003e\u003cp\u003e\u003cb\u003eStep 3: Searching and Selecting Relevant Texts\u003c/b\u003e: Following the PRISMA protocol (Moher, Liberati, Tetzlaff, \u0026amp; Altman, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2009\u003c/span\u003e), the keyword search across the specified databases identified 1777 records. An additional 12 articles from non-indexed sources were included, and duplicates were removed using EndNote 21. After reviewing the titles and abstracts of 937 records based on the inclusion and exclusion criteria (Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e), 38 articles were selected for meta-synthesis. Figure\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e illustrates the search and selection process.\u003c/p\u003e\u003cdiv class=\"gridtable\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eInclusion and Exclusion Criteria for Full-Text Review\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"2\"\u003e\u003c/colgroup\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eInclusion criteria\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eExclusion criteria\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOriginal studies identifying / analyzing determinants of online reputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eShort papers, letters, editorials, conference abstracts, or reviews only\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eFull-text accessible\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFull-text unavailable\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOrganizational / brand-related online reputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIndividual or non-organizational reputation focus\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eEmpirical or conceptual work with actionable factors\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eStudies not discussing or reporting determinants\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eStudies written in English\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eStudies written in other languages\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/table\u003e\u003c/div\u003e\u003cp\u003eThese criteria were established to ensure that the included studies directly addressed organizational or brand-related online reputation and provided actionable determinants applicable to strategic decision-making.\u003c/p\u003e\u003cp\u003e\u003cb\u003eStep 4: Extracting Information\u003c/b\u003e: After identifying relevant sources, a thorough review and final refinement extracted 255 open codes representing factors influencing online reputation. Among these, factors such as electronic word-of-mouth (e-WOM), product and service quality, user-generated content participation, active social media engagement, consumer trust, innovation, social responsibility, response speed, appropriate social media platform selection, user engagement, ethical behavior, transparency, active social media presence, organization-generated content, social media monitoring, stakeholder engagement, performance consistency, perceived value, search engine optimization (SEO/SMO), superior performance relative to competitors, and content attractiveness emerged as significant, with their frequency of occurrence indicating their relative importance (Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e).\u003c/p\u003e\u003cdiv class=\"gridtable\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eSample of Extracted Open Codes\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003c/colgroup\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCode (determinant)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFrequency\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eSample sources\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAttention to eWOM\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e14\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRodríguezDíaz et al., 2018a; Yu \u0026amp; Han, \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Mandelli \u0026amp; Cantoni, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Kurnia, Dahlan, \u0026amp; Samsuryadi, \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Elmada et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Jankauskaite \u0026amp; Urboniene, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Van den Heever \u0026amp; Rensburg, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Yaşarsoy, Çalişkan, \u0026amp; Pamukçu, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Castellano \u0026amp; Khelladi, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Ratnayaka et al., \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Mohamed Sadom et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Pocchiari et al., \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2025\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eUser Generated Content\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eŞirzad, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Jankauskaite \u0026amp; Urboniene, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Derevianko, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Ratnayaka et al., \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Castellano \u0026amp; Khelladi, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Anuar et al., \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2025\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eProduct/service quality\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRodríguezDíaz et al., 2019; RodríguezDíaz et al., 2018a; Yu \u0026amp; Han, \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Yu \u0026amp; Lu, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Zraková et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Inversini et al., \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Dutot, Lacalle Galvez, \u0026amp; Versailles, 2016\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eActive social media interaction\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eSánchez et al., \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; RodríguezDíaz et al., 2018b; Mandelli \u0026amp; Cantoni, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Kurnia et al., \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Van den Heever \u0026amp; Rensburg, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Mohamed Sadom et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2024\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConsumer trust\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eHuangHorowitz \u0026amp; Freberg, 2016; Yu \u0026amp; Han, \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Yu \u0026amp; Lu, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Castellano \u0026amp; Khelladi, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Başaran, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2024\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eInnovation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eHuangHorowitz \u0026amp; Freberg, 2016; Zraková et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Inversini et al., \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Dutot et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Qureshi et al., \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2018\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003esocial responsibility\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRojasdeGracia et al., 2021; Zraková et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Hoffmann \u0026amp; Weithaler, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; FernándezUclés et al., 2024; Qureshi et al., \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2018\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSpeed of response\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYu \u0026amp; Han, \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; RodríguezDíaz et al., 2018b; AlYazidi, Berri, \u0026amp; Hassan, 2022; Becker \u0026amp; Lee, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Hoffmann \u0026amp; Weithaler, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2015\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSEO \u0026amp; SMO\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eAnuar et al., \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2025\u003c/span\u003e; Rodríguez-Díaz, Rodríguez-Voltes, et al., 2018; Şirzad, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Yaşarsoy, Çalişkan, \u0026amp; Pamukçu, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2022\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eUser engagement\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eHuangHorowitz \u0026amp; Freberg, 2016; Sánchez et al., \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; RodríguezDíaz et al., 2018b; Jankauskaite \u0026amp; Urboniene, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2016\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eEthical behavior\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRojasdeGracia et al., 2021; Zraková et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; FernándezUclés et al., 2024; Qureshi et al., \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2018\u003c/span\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/table\u003e\u003c/div\u003e\u003cp\u003eFactors related to communication and active engagement, including e-WOM, online evaluations, communication quality, message quality, informal communication, fostering a sense of real social presence, response speed, stakeholder interaction, user engagement, attention to diverse stakeholders, and collaboration with influencers, were particularly prominent in the literature.\u003c/p\u003e\u003cp\u003e\u003cb\u003eStep 5: Analyzing and Synthesizing Qualitative Findings\u003c/b\u003e: Through iterative review and comparison of open codes, 89 codes were merged into similar codes, reducing the total to 178 unique codes. Subsequently, 49 axial codes were identified to facilitate concept recognition. For example, codes such as “respecting the general customer voice” (Huang \u0026amp; Ki, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) were merged into “listening to customer voices” (Horn et al., \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Deeper analysis grouped related concepts into broader categories to comprehensively cover the extracted concepts.\u003c/p\u003e\u003cp\u003e\u003cb\u003eStep 6: Quality Control\u003c/b\u003e: This qualitative study relies on extensive field research and theoretical techniques. To enhance theoretical validity, expert opinions were incorporated. The Cohen’s Kappa index was used to assess coding agreement, ensuring data reliability. To guarantee meta-synthesis quality, the researcher repeatedly revisited prior stages to verify accuracy. Article selection involved meticulous background review, and all stages were documented transparently to ensure clarity and independence. The literature review followed the PRISMA protocol using reputable international citation databases, with diverse data sources and research approaches to minimize bias. The Cohen’s Kappa index, ranging from 0 to 1, measured coding agreement, with higher values indicating greater evaluator consensus (Manian \u0026amp; Ronaghi, \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Coding results, concepts, and themes were shared with a relevant academic expert for comparison, and after minor adjustments, SPSS analysis yielded a significant Kappa value (\u0026lt; 0.05), indicating robust code reliability.\u003c/p\u003e\u003cdiv class=\"gridtable\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eInter rater agreement (Cohen’s kappa)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003c/colgroup\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eKappa\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eStandard error\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003epvalue\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e0.839\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.032\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/table\u003e\u003c/div\u003e\u003cp\u003e\u003cb\u003eStep 7: Presenting Findings\u003c/b\u003e: Qualitative and conceptual studies comprised 45% of the reviewed research, with nearly one-third employing mixed methods, justifying the meta-synthesis approach. Figure\u0026nbsp;\u003cspan refid=\"Fig5\" class=\"InternalRef\"\u003e4\u003c/span\u003e illustrates the types of research sources, while Fig.\u0026nbsp;\u003cspan refid=\"Fig4\" class=\"InternalRef\"\u003e5\u003c/span\u003e shows publication years, indicating interest in ORM predates 2010, peaking in 2015, yet remaining a focal research area. Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e profiles the 38 selected sources evaluated through a systematic approach based on Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e criteria.\u003c/p\u003e\u003cdiv class=\"gridtable\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eProfile of included studies\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003c/colgroup\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eStudy\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGeography\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eAim/main topic\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMethod\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eApproach\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eDomain\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Chun \u0026amp; Davies, \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2001\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eUSA\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eAssess whether mission/vision statements on corporate websites can build ereputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eContent analysis\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQualitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eComputer manufacturers, retailers, commercial banks\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Mandelli \u0026amp; Cantoni, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2010\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eItaly\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eNew theoretical/methodological perspective on how online content/discourse affects corporate reputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed methods\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eNot specified\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Z. Yu \u0026amp; Lu, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2014\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eChina\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eDeterminants of online reputation in ecommerce websites\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSimulation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eNot specified\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Hoffmann \u0026amp; Weithaler, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2015\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eUSA\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eContributions to identity and brand reputation via brand communications\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed methods\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Huang-Horowitz \u0026amp; Freberg, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2016\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eConceptual model aligning identity and reputation messages\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eReview\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eConceptual\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eNot specified\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Castellano \u0026amp; Khelladi, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2016\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGlobal\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eDeterminants of ereputation in luxury brands (Gen Y)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSurvey\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eLuxury\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Jankauskaite \u0026amp; Urboniene, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2016\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLithuania\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eBuilding positive reputation via content creation/sharing in social media\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eContent analysis\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eNot specified\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Gupta et al., \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIndia\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eORM determinants in ecommerce and relationship with trust among Gen Y\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed methods\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eOnline shopping\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Castellano \u0026amp; Dutot, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2017\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFrance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eeWOM effects on ereputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSurvey\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Rodríguez-Díaz, Rodríguez-Díaz, et al., \u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2018\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSpain/Morocco\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eAnalyzing online social communications to assess hospitality/destination reputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSurvey\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTourism\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Van den Heever \u0026amp; Rensburg, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2018\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eORM framework for NPOs to shape stakeholder participation and manage negative publicity\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eCase study\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQualitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eNonprofits\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Rodríguez-Díaz, Rodríguez-Voltes, et al., 2018)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eGap analysis of key dimensions of online reputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eReview\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eConceptual\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTourism\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Derevianko, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2018\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eUkraine\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eStakeholder engagement to modernize reputation management and reduce frictions\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQualitative emphasis\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eFood processing\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Sánchez et al., \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2019\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGlobal\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eOnline reputation in tourism and links to destination competitiveness\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSentiment analysis\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQualitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTourism\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Becker \u0026amp; Lee, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2019\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eUSA (NY)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eFirm size and adoption of social media for corporate ORM\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSurvey\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eNot specified\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Rodríguez-Díaz et al., \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2019\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSpain\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRORB index to assess consistency/balance of online reputation in lodgings\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTourism\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Zraková et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2019\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eDeterminants of online reputation in transport/logistics\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSecondary data\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQualitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTransport\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Kurnia, Dahlan, \u0026amp; Samsuryadi, \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2020\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eConceptual model for addressing negative eWOM threats\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eReview\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eConceptual\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(H. Yu \u0026amp; Han, \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2021\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eNot specified\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eMultidimensional measure for online shopping mall reputation (OSMR)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eEcommerce\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Rojas-de-Gracia et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2021\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSpain\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eOnline reputation and stock price movements\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQualitative emphasis\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Al-Yazidi, Berri, \u0026amp; Hassan, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2022\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGlobal\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eHybrid model for measuring organizational reputation on Twitter\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Elmada et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2022\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIndonesia\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eORM strategies via case study of a successful ORM company\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eCase study\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQualitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Şirzad, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eReview of definitions, components, generators, and protectors of ereputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eReview\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eConceptual\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Yaşarsoy, Çalişkan, \u0026amp; Pamukçu, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2022\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTürkiye\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRole of ORM in tourism establishments\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eInterviews\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQualitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTourism\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Mandina \u0026amp; Matsika, \u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e2024\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eZimbabwe\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eSocial media monitoring as ORM in life assurance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eInsurance\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Fernández-Uclés et al., \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2024\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSpain\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eORM factors for agrifood firms\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eAgrifood\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Ratnayaka et al., \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2024\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eIntegrated frameworks and interconnections for ORM\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eReview\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eConceptual\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Inversini et al., \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2010\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLondon\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eValidating DORM for destination ORM with UGC focus\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTourism\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Horn et al., \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2015\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePrimer on social media threats to business reputation and responses\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eReview\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eConceptual\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Dutot et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2016\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFrance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eCSR communication strategies and effects on online reputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQualitative emphasis\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Mohamed Sadom et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2024\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMalaysia\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eTo examine how social media marketing influences fast-food consumers’ trust and reputation, shaping their purchase intention\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSurvey\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eFast food\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Boumhidi, Benlahbib, \u0026amp; Nfaoui, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2023\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eAutomated reputation generation from user opinions and news\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSentiment analysis\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMixed\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Pártlová et al., \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e2022\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eEurope\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEffectiveness of official city social media for city reputation and marketing\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePrimary data\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTourism\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Başaran, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2024\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTürkiye\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePreventive vs. reactive crisis management in social media\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSurvey\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eStarbucks (case)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Huang \u0026amp; Ki, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2023\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eUSA\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eConversational human voice in paracrisis responses\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSurvey/experiment\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eCoffee (hypothetical brand)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Peco-Torres et al., \u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e2025\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eSpain\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ehow hotel firms can enhance online reputation by integrating firm-perceived value (FPV) and customer ratings.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSurvey\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuantitative\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTourism\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Anuar et al., \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2025\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eMalaysia\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eexplore how user-generated content and social tagging influence corporate reputation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eReview\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eConceptual\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eHigher Education\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(Pocchiari et al., \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2025\u003c/span\u003e)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e—\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eReview existing research on online opinions and provide a future direction\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eReview\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eConceptual\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eDigital platforms, e-commerce, marketing, etc.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/table\u003e\u003c/div\u003e"},{"header":"Conceptual Model","content":"\u003cp\u003eThe meta-synthesis process culminated in the identification of nine core themes, validated through expert consensus, as depicted in Fig.\u0026nbsp;\u003cspan refid=\"Fig7\" class=\"InternalRef\"\u003e7\u003c/span\u003e. These themes are elaborated below, followed by the conceptual model.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eCrisis Management\u003c/strong\u003e\u003cp\u003eCrisis management, encompassing 20 subfactors, emerged as a pivotal element in preserving online reputation. A comprehensive crisis management plan (4 occurrences) was linked to proactive preparation. Online reputation monitoring (3 occurrences) involved identifying harmful content and reviewing malicious websites. Transparent problem explanation (6 occurrences) included providing clear information, addressing issues during crises, and highlighting positive aspects, while unrealistic statements were noted as potentially eroding trust. Rapid crisis response on social media (5 occurrences), accepting responsibility, formal apologies (2 occurrences), and social media crisis management were associated with enhanced reputation, whereas inappropriate responses or customer manipulation were described as challenges. Maintaining customer loyalty and demonstrating adaptability during crises were also frequently linked to stronger reputations. Transparency and promptness, particularly in addressing issues, were consistently reported as factors supporting stakeholder trust.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eEffective Social Media Management\u003c/strong\u003e\u003cp\u003eEffective social media management, comprising 46 subfactors, was identified as a cornerstone of online reputation. Content freshness (7 occurrences) was achieved through organizationgenerated content, regular publishing, and maintaining relevance. Usergenerated content participation (10 occurrences) was associated with employee empowerment and encouragement of user involvement. Content attractiveness (8 occurrences), characterized by efficiency, satisfaction, simplicity, logic, relevance, and entertainment, was frequently reported as highly influential. Search engine and social media optimization (SEO/SMO) (4 occurrences), supported by social tagging, user engagement, and consistent information across channels, was highlighted as critical. Active social media platform diversity (1 occurrence) was linked to effective account management. Social media monitoring (7 occurrences), supported by employee training, credible sources, and sentiment analysis\u0026mdash;particularly positive sentiments\u0026mdash;was also reported as important. Selecting appropriate social media platforms (5 occurrences) and leveraging emerging platforms were noted among effective practices. Across studies, attractive content and frequent user participation were consistently connected to higher engagement, while continuous monitoring and targeted content production, together with alignment between traditional and digital marketing, were commonly associated with a stronger digital presence.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eActive Communication and Engagement\u003c/strong\u003e\u003cp\u003eActive communication and engagement, comprising 72 subfactors, was identified as the most critical factor in online reputation. Attention to eWOM (16 occurrences) included online evaluations and critical customer posts. Communication quality (9 occurrences) was characterized by tangible, concise, accurate, assertive, transparent, and comprehensive messages. Fostering a sense of real social presence (5 occurrences) was associated with humanized interactions and robust social relationships. Response speed (5 occurrences) was frequently contrasted with passive responses. Stakeholder engagement (16 occurrences)\u0026mdash;including user and stakeholder involvement, government interaction, and addressing stakeholder expectations\u0026mdash;was repeatedly highlighted as a key element. Collaboration with influencers (3 occurrences) and active social media engagement (17 occurrences), particularly in customer relationship management, were reported as enhancing digital presence. Across the reviewed studies, frequent stakeholder engagement and active eWOM underscored the importance of twoway communication, while humanized interactions and rapid responses were consistently linked to trustbuilding and the avoidance of passive approaches.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eOrganizational Website Quality\u003c/strong\u003e\u003cp\u003eWebsite quality, comprising 21 subfactors, was found to significantly influence online reputation. Product information provision (4 occurrences) included sales and visit data. Ease of use (8 occurrences) was associated with personalization, convenient product search, and proper categorization. Website ranking and content (1 occurrence each), particularly mission statements, were reported as significant. Website quality (4 occurrences) was linked to system stability, security, and aesthetic design. The high frequency of easeofuse mentions underscored the importance of accessibility. Across studies, usercentric design, security, aesthetic appeal, and continuous updates were consistently described as characteristics of higherquality organizational websites.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eCustomer Experience\u003c/strong\u003e\u003cp\u003eCustomer experience, encompassing 41 subfactors, was identified as a cornerstone of online reputation. Establishing service desks and addressing user needs were described as foundational actions. Consumer experience (14 occurrences) included service speed, rapid refund processes, ease of customer service communication, and consumer trust (reported with high frequency). Service quality (15 occurrences)\u0026mdash;particularly product and service quality (high frequency), continuous improvement, and transportation quality\u0026mdash;was frequently noted as critical. Innovation (5 occurrences), authentic products, transparent delivery, and fair pricing were also highlighted. The high frequency of service quality and consumer experience references underscored their reported association with trustbuilding. Across the reviewed studies, innovation, transparency, and quality services, together with wellfunctioning digital service desks, were consistently linked to more positive customer experiences.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eOrganizational Identity\u003c/strong\u003e\u003cp\u003eOrganizational identity, comprising 11 subfactors, was identified as shaping online reputation. Business scale (2 occurrences) included company size. Professional personnel (4 occurrences) was associated with positive employee attitudes and employee empowerment. Management commitment, organizational maturity growth, and an open organizational culture (2 occurrences), particularly practices such as listening to employees, were reported as important. The high frequency of professional personnel references highlighted the key role of human resources. Across studies, employee empowerment, fostering an open culture, and developing specialized training programs were consistently linked to building a strong organizational identity.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eEthical Reputation\u003c/strong\u003e\u003cp\u003eEthical reputation, comprising 30 subfactors, was reported as emphasizing organizational values. User privacy support (2 occurrences) and adherence to legal norms (3 occurrences), including valid certifications, were identified as important elements. Social responsibility (7 occurrences) encompassed environmental sensitivity. Ethical behavior (18 occurrences)\u0026mdash;particularly transparency and behavioral consistency (each reported with high frequency)\u0026mdash;included honesty and compliance with ethical content standards. Ethical behavior and social responsibility, both frequently noted, were associated with strengthening public trust. Across the reviewed literature, transparency, consistency, commitment to social responsibility, and reinforced privacy policies were consistently linked to enhanced ethical reputation.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eOffline Reputation\u003c/strong\u003e\u003cp\u003eOffline reputation, comprising 18 subfactors, was described as complementing online reputation. Company cooperativeness and social orientation, organizational image, and distinctiveness were noted. Industry leadership (6 occurrences)\u0026mdash;particularly superior performance relative to competitors (reported with higher frequency)\u0026mdash;and financial performance were identified as important. Perceived value (4 occurrences) included added value and seller credibility. The frequent references to industry leadership underscored its reported role in differentiation. Across the reviewed studies, strong performance, value creation, and the communication of offline achievements on digital platforms were consistently associated with a strengthened offline reputation.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eEffective Advertising\u003c/strong\u003e\u003cp\u003eOffline reputation, comprising 18 subfactors, was described as complementing online reputation. Company cooperativeness and social orientation, organizational image, and distinctiveness were noted. Industry leadership (6 occurrences)\u0026mdash;particularly superior performance relative to competitors (reported with higher frequency)\u0026mdash;and financial performance were identified as important. Perceived value (4 occurrences) included added value and seller credibility. The frequent references to industry leadership underscored its reported role in differentiation. Across the reviewed studies, strong performance, value creation, and the communication of offline achievements on digital platforms were consistently associated with a strengthened offline reputation.\u003c/p\u003e\u003c/p\u003e\u003cp\u003eBased on the frequency and number of sub-concepts in the themes, as displayed in Fig.\u0026nbsp;\u003cspan refid=\"Fig6\" class=\"InternalRef\"\u003e6\u003c/span\u003e, the themes of active engagement, effective social media management, and customer experience are more prominent.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eThe conceptual model of the research is presented in Fig.\u0026nbsp;\u003cspan refid=\"Fig7\" class=\"InternalRef\"\u003e7\u003c/span\u003e. As the framework is derived from qualitative synthesis, it reflects observed consistencies rather than tested causal relationships.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e"},{"header":"Conclusion and Recommendations","content":"\u003cp\u003eOnline reputation, recognized as a strategic asset, emerges from the dynamic interaction of multiple factors. The findings of this study indicate that active communication and engagement (72 occurrences), effective social media management (46 occurrences), and customer experience (41 occurrences) were the most frequently reported pillars of online reputation. Alongside these, crisis management, ethical reputation, and website quality were also identified as central components. In particular, stakeholder engagement, attractive content production, and highquality service delivery were consistently associated with strengthened trust and loyalty. A holistic consideration of these factors was described as supporting a coordinated system of communications, technology, and ethical values, rather than focusing on isolated elements. This integration positions online reputation not only as an outcome of organizational performance but also as a lever for sustainable competitiveness.\u003c/p\u003e\u003cp\u003eSustainable online reputation was further reported to require alignment between online and offline activities. Offline reputation, organizational identity, and effective advertising, by enhancing organizational image and market differentiation, were noted as complementary to digital presence. Industry leadership and professional personnel were associated with improved stakeholder perceptions, while ethical behavior and social responsibility were linked to deeper public trust. A key challenge identified in the reviewed studies was avoiding siloed approaches, which may result in passive responses or nontransparent statements during crises. Continuous social media monitoring, website optimization, and humanized interactions were frequently highlighted as means to narrow the gap between stakeholder expectations and actual performance. This integrated approach was characterized as fostering a dynamic ecosystem in which each factor reinforces the others.\u003c/p\u003e\u003cp\u003eBased on these findings, several practical implications arise. Interactions with users can be designed to priorities a sense of real social presence over purely virtual contact. Active engagement strategies were described as considering not only customers and their communication or purchase experiences but also other stakeholders. An integrated online reputation strategy\u0026mdash;including crisis management protocols, employee training for digital interactions, and continuous online feedback monitoring\u0026mdash;was repeatedly suggested as beneficial. Investment in usercentric technologies, such as secure and personalized websites and data analysis tools, was reported as improving customer experience and enabling content optimization. Commitment to ethical values, expressed through transparency in policies and social responsibility, was viewed as most effective when embedded across all activities. Strengthening coordination between online and offline dimensions was associated with maintaining online reputation as a sustainable competitive advantage. By adopting such a holistic approach, organizations were seen to both attract stakeholder trust and sustain leadership in a rapidly evolving digital environment.\u003c/p\u003e\u003cp\u003eThis metasynthesis, drawing on 38 highquality articles from established databases (WOS, Science Direct, Scopus), provides a robust ORM framework, yet its Englishlanguage focus may omit nonEnglish perspectives and reduce crosscultural applicability. As a qualitative synthesis, the findings reflect convergent patterns reported in the reviewed studies rather than tested causal mechanisms. Heterogeneity in definitions and measurement of ORM across sources, along with uneven geographic and sectoral coverage, may constrain generalizability. Potential publication bias and time-sensitivity (evolving platforms, algorithms, and user norms) also limit the stability of inferences. These factors should temper overgeneralization and guide cautious application.\u003c/p\u003e\u003cp\u003eFuture studies could build on this framework through quantitative validation of the relationships among its domains, using experimental, longitudinal, or structural modeling designs. Testing the model across diverse industries and organizational sizes would help to clarify its adaptability and reveal any sector-specific modifications. Comparative cross-cultural research is particularly important for understanding how cultural norms shape ORM priorities and their perceived effectiveness. Methodological diversification, incorporating social network analysis, text mining, and other data-driven techniques, could uncover emerging dynamics and refine domain definitions. Finally, longitudinal approaches are recommended to explore how ORM strategies perform over time in response to shifts in platforms, algorithms, and user behaviors, ensuring that the framework remains relevant in an evolving digital landscape.\u003c/p\u003e"},{"header":"Declarations","content":"\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eM.S.A. was solely responsible for conceptualizing the study, conducting the research, analyzing the data, and writing the manuscript. A.H., A.K., and S.E. provided supervision, guidance, and critical feedback throughout the research process. All contributors reviewed and approved the final manuscript.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAl-Yazidi, S. A., Berri, J., \u0026amp; Hassan, M. M. (2022). 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Online reputation in the transport and logistics field. \u003cem\u003eTransportation Research Procedia, 40\u003c/em\u003e, 1231-1237.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":true,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Online Reputation Management, Metasynthesis, Social-media, Stakeholder Engagement, User-generated Content, Customer Experience","lastPublishedDoi":"10.21203/rs.3.rs-7392512/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7392512/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis study employs a systematic metasynthesis to integrate findings from 38 peerreviewed studies on Online Reputation Management (ORM) within the context of social media. Using Sandelowski and Barroso (\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2006\u003c/span\u003e)\u0026rsquo;s sevenstage framework, the analysis identifies nine thematic domains: active communication and engagement, effective social media management, customer experience, crisis management, organizational website quality, organizational identity, ethical reputation, offline reputation, and effective advertising. Across the reviewed literature, factors such as stakeholder engagement, usergenerated content, and service quality were frequently highlighted in association with building reputation and enhancing brand perception. The resulting conceptual framework synthesizes these patterns to provide an organized view of ORM elements observed in multiple industries and contexts, without making causal claims. The study also notes the potential value of future empirical research to assess the applicability of this framework across linguistic, cultural, and sectoral boundaries.\u003c/p\u003e","manuscriptTitle":"Online Reputation Management: A Meta-Synthesis of Key Factors","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-09-19 14:20:50","doi":"10.21203/rs.3.rs-7392512/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"40c4736f-02a7-4a97-8e95-c52e320a4322","owner":[],"postedDate":"September 19th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2025-10-15T19:08:34+00:00","versionOfRecord":[],"versionCreatedAt":"2025-09-19 14:20:50","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-7392512","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-7392512","identity":"rs-7392512","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}