Over the past 50 years, enterprise risk management (ERM) has become increasingly important for leaders and reputation management professionals. Organizational leaders and their boards realized the need for risk communication, a strategic public relations specialty, to support this work. Recent examples that demonstrate this call-to-action include the COVID-19 pandemic, social justice movements, national security issues, geopolitical events, international financial systems collapse, legal issues and cybersecurity breaches. 

In leading organizations, crisis, risk and reputation professionals work hand-in-hand. A successful ERM practice helps prevent crises from occurring and manage reputational events. On the other hand, if the risk becomes a reality, crisis communicators are there to help raise awareness about what happened, why, and what the organization will do to correct it. This work folds into the reputation management function. 

Reputation Management: An Enterprise Risk Management Approach examines the ever-increasing need for this work to support an organization's health and help them advance. This book provides in-depth analysis of the interplay between reputation and risk management, their synergy and theoretical underpinnings, as well as exploration by sector (Nonprofits/NGOs, Businesses/Corporations, Government, Public Diplomacy, Higher Education & Politics) illustrated through case studies.