The effect of bad reputation: The occurrence of crisis, corporate social responsibility, and perceptions of hypocrisy and attitudes toward a company

By KyuJin Shim, Sung-Un Yang. 2016

200 citations recorded by the source corpus.

Abstract Based on attribution theory, this study examines how corporate social responsibility (CSR) and media coverage of corporate reputation, crisis, and CSR history affect the attribution of corporate hypocrisy and subsequently shape attitudes toward a company. The study found that perceptions of corporate hypocrisy mediated corporate reputation and attitudes toward a company during a crisis. The study suggested that CSR might be utilized best when a company has a good reputation with no crisis, whereas corporate hypocrisy is perceived most when a bad reputation and/or a company crisis lead the public to infer ulterior motives in CSR. Theoretical and practical implications for corporate communication and effective CSR communication strategies are discussed.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e1ea987b352e8a0726c0b7c8dce9dd6754afb9e4

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In Strategy and Management

1. Amer Saeed
2. Imran Sadiq
3. Umair Saeed
4. Muhammad Khalid Iqbal
5. Naveed Ahmad Faraz
6. Ali Raza

Citations in the corpus

• Linking Corporate Social Responsibility to Customer Loyalty through Co-Creation and Customer Company Identification: Exploring Sequential Mediation Mechanism (2020, background): “Moreover, customers attribute negativity towards CSR motives when they think companies’ promotional efforts overstate the actual outcomes [12].”