Articles

What Evolutionary Biology Can Teach Us About Corporate Reputation, Management Business Review, Winter 2021

When Should Your Company Speak Up About a Social Issue?, Harvard Business Review, October 2020

Communicating Through the Coronavirus Crisis, Harvard Business Review, March 2020

Stop Letting Email Control Your Work Day, Harvard Business Review, September 2017

Strategic Communication in the C-Suite, International Journal of Business Communication, 54(2) 146–160, 2017

The Crisis Communications Playbook: What GM’s Mary Barra (and Every Leader) Needs to Know, Harvard Business Review, March 2014

Tuck Professor Paul Argenti discusses GM CEO Mary Barra's current recall crisis and provides leaders with a playbook on how to communicate in a crisis.

CVS's Lesson: Carpe Diem, Harvard Business Review, February 2014

Tuck Professor Paul Argenti discusses how CVS's smart move to eliminate tobacco from its shelves advanced its longterm reputation.

Joe Paterno, the Public Interest, and Managing Risk, Harvard Business Review, July 2012

Tuck Professor Paul Argenti discusses how to assess and manage reputational risk.

With R. Howell and K. Beck, The Strategic Communication Imperative, MITSloan Management Review, Spring 2005

"The research not only indicates the drivers, best practices and lessons of strategic communication, but it also suggests that when companies take a strategic approach to communication, communication becomes integral to the formulation and implementation of strategy."

Collaborating with Activists: How Starbucks Works with NGOs, California Management Review, Fall 2004

"This article, written in cooperation with executives from Starbucks, analyzes the company’s ultimate decision to sell Fair Trade coffee and subsequently work with other NGOs to ensure that small farmers receive a living wage, in an effort to live up to the standards Starbucks set for itself in the area of social responsibility."

Crisis Communication: Lessons from 9/11, Harvard Business Review, December 2002

"What I discovered is that, in a time of extreme crisis, internal communications take precedence. Before any other constructive action can take place--whether it's serving customers or reassuring investures--the morale of employees must be rebuilt." Argenti provides five lessons for any company facing a crisis that undermines its employees' composure, confidence, or concentration.

ADDITIONAL ARTICLES

• With G. Aarons, “Digital Strategies for Enhancing Reputation”, Reputation Management, Bloombury, Fall 2012
• “Building Trust through Reputation Management“, Public Trust in Business, Cambridge University Press, 2012
• “Lessons from 9/11” in the Japanese version of Harvard Business Review, May 2011 (Reissued)
• “The Good, the Bad and the Trustworthy,” Strategy+Business in Winter 2011
• “Digital Strategies for Powerful Corporate Communication,” European Financial Review, February-March 2011
• “Did Vodafone Act Sensibly over Egypt Government texts?” Financial Times in February 2011
• “Special Issue: Public Trust in Business, Corporate Reputation Review, Summer 2010
• “Communication Moves Centre Stage,” Financial Times, December 2009
• “Corporate Communication Imperatives in the Era of the Authentic Enterprise, forthcoming in Strategy & Business
• Edited special issue on Trust and wrote Introduction for Corporate Reputation Review with articles from senior academics from Stanford, Darden, Harvard, and University of Illinois
• With C. Van Riel, “Developing a One Company Culture,” pending for publication in Sloan Management Review, Forthcoming
• “How to talk your way through a downturn,” part of a four-part series in the Financial Times, January 2009
• White paper “Best Practices in Media Measurement” published by Dow Jones in the summer of 2007. This research will be featured in advertisements in the Wall Street Journal as well as the trade press. It will also be published as an e-book.