The Boycott Puzzle: Consumer Motivations for Purchase Sacrifice
By Andrew John, Jill Klein. Management Sciences, 2003
364 citations recorded by the source corpus.
Subfields: Marketing, Safety Research
View Paper: https://www.semanticscholar.org/paper/5575a63d82bb167b7060b1327e059668e976586c
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Marketing
- Petra Riefler
- J. Tribó
- Geoffrey N. Soutar
- Jordi A. Surroca
- Dana L. Alden
- Jonathan P. Doh
- Phillip Leslie
- Adamantios Diamantopoulos
In Safety Research
Citations in the corpus
- Are Socially Responsible Managers Really Ethical? Exploring the Relationship between Earnings Management and Corporate Social Responsibility (2008, background): “Boycotts and lobbying are some of the examples of these actions (Baron, 2001; Feddersen and Gilligan, 2001; John and Klein, 2003).”
- Consumer boycotts: The impact of the Iraq war on French wine sales in the U.S. (2009, background): “John and Klein (2003) argue that around 40% of Fortune 50 companies may be subject to a boycott at any one time, and they note survey evidence indicating that 18% of Americans participate in boycotts.”
- Beyond anger: A deeper look at consumer animosity (2015, neutral): “Marketing research has suggested that identity-based constructs, such as national identity, group identity, and ethnic identity play an important role in consumer responses to international events (John & Klein, 2003; Josiassen, 2011; Shimp& Sharma, 1987).”
- Corporate Social Responsibility and Managerial Entrenchment (2007, background): “Feddersen and Gilligan (2003) and John and Klein (2003) start from this premise to build models of social activism and costly boycotts.”
- Managerial Entrenchment and Corporate Social Performance (2008, methodology): “766 SURROCA AND TRIBÓ difficult, due to the presence of a significant proportion of independent members on the board, or the existence of independent control committees, there is a negative impact on CSP. This reflects the complementarity idea between entrenchment and CSP on which this paper relies.”
- The Effect of Global Company Animosity on Global Brand Attitudes in Emerging and Developed Markets: Does Perceived Value Matter? (2013, background): “John and Klein (2003) estimate that 42% of Fortune 50 companies have experienced a boycott call for one or more of their products.”