media reputation would capture this performance aspect, whereas social media’ s dynamic approach would not. Consequently, we contend that social media’s emotional reactions may not be a reliable indicator for the actual subsequent behaviors of stakeholders that culminate to affect organizational reputation (e.g., performance and organizational culture). Moreover, in such extreme scenarios they may offer little more than humor and cultural jamming, which likely do not speak to organizational reputation within the domain of organizational studies. Ac- cordingly, using these reactions as a dynamic measure of organizational reputation may lead to problematic assessments of an organization’s rep- utation, compared to traditional media’s coverage. Furthermore, in Etter et al.’s example(s), there isn’t likely to be significant diversion or lack of congru- ence between traditional media and social media’s assessment of the organization; both were largely negative regarding the United Airlines incident. Overall, we applaud the authors for making an initial stride in integrating social media as a po- tential way to understand organizational reputa- tion. However, we argue that because of the large differences in the sources, accuracy, and dis- semination of information about organizations exhibited between social media and traditional media, it is best to delineate the two types of media as separate constructs when trying to un- derstand and measure organizational reputa- tion, especially with key stakeholders. Moreover, while social media clearly provide an interesting way to view the immediate reactions of the broader population to key events in organiza- tions, traditional media remain a powerful— perhaps even more powerful—way to assess organizational reputation. REFERENCES Brooks, M. E., Highhouse, S., Russell, S. S., & Mohr, D. C. 2003. Familiarity, ambivalence, and firm reputation: Is corpo- rate fame a double-edged sword? Journal of Applied Psychology, 88: 904–914. Chen, C. C., & Meindl, J. R. 1991. The construction of leadership images in the popular press: The case of Donald Burr and People Express. Administrative Science Quarterly, 36: 521–551. Deephouse, D. L. 2000. Media reputation as a strategic resource: An integration of mass communication and resource- based theories. Journal of Management, 26: 1091–1112. Etter, M., Ravasi, D., & Colleoni, E. 2018. Social media and the formation of organizational reputation. Academy of Man- agement Review, 44: 28–52. Kaplan, A., & Haenlein, K. 2010. Users of the world, unite! The challenges and opportunities of social media. Business Horizons, 53(1): 59–68. Lange, D., Lee, P. M., & Dai, Y. 2011. Organizational reputation: A review. Journal of Management, 37: 153–184. Otani, A. 2015. America’s most loved and most hated compa- nies. Bloomberg, February 5: https://www.bloomberg.com/ news/articles/2015-02-05/america-s-most-loved-and-most- hated-companies. Rindova, V. P., Williamson, I. O., Petkova, A. P., & Sever, J. M. 2005. Being good or being known: An empirical exami- nation of the dimensions, antecedents, and consequences of organizational reputation. Academy of Management Journal, 48: 1033–1049. Stieglitz, S., & Dang-Xuan, L. 2014. Emotions and information diffusion in social media—Sentiment of microblogs and sharing behavior. Journal of Management Information Systems, 29: 217–248. Westphal, J. D., & Deephouse, D. L. 2011. Avoiding bad press: Interpersonal influence in relations between CEOs and jour- nalists and the consequences for press reporting about firms and their leadership. Organization Science, 22: 1061–1086. Zavyalova, A., Pfarrer, M. D., Reger, R. K., & Hubbard, T. D. 2016. Reputation as a benefit and a burden? How stake- holders’ organizational identification affects the role of reputation following a negative event. Academy of Man- agement Journal, 59: 253–276. Dane P. Blevins (dpblevin@uncg.edu) University of North Carolina at Greensboro Roberto Ragozzino (rragozzino@utk.edu) University of Tennessee https://doi.org/10.5465/amr.2018.0017 c c c Why Would the Rise of Social Media Increase the Influence of Traditional Media on Collective Judgments? A Response to Blevins and Ragozzino In our article (Etter, Ravasi, & Colleoni, 2018, this issue) we argue that the rise of social media is changing how evaluations are made public and impact the formation of organizational reputation. In their response to our article, Blevins and Ragozzino (2018) argue in favor of a separation between the construct of (traditional) media repu- tation and social media reputation. They further argue that the rise of social media is actually strengthening the impact of traditional media on the evaluations of key stakeholders. Finally, they urge scholars to take a cautious approach to the 222 January Academy of Management Review