Understanding consumer reactions and corporate reputation in corporate sustainability crises: The role of blame, harm, and CSR relevance

Abstract

This study investigates how consumers' behavioral responses vary across different types of corporate sustainability crises characterized by differences in potential harm, attribution of blame, and relevance to Corporate Social Responsibility (CSR). We also examine the moderating role of pre-crisis corporate reputation in shaping these responses. An experimental full factorial design is employed based on a representative sample of U.S. adults (N = 680). Situational Crisis Communication Theory (SCCT) posits that stakeholders' attributions of responsibility are influenced by an organization's crisis history, stakeholder relationships, and reputation. Extending SCCT, the findings indicate that when a firm's pre-crisis reputation is low, consumers' behavioral responses are not significantly influenced by the crisis's potential for harm, CSR relevance, or attribution of blame. In contrast, when pre-crisis reputation is high, both potential harm and attribution of blame exert a significant effect on consumer behavior, whereas CSR relevance does not. This study makes a novel contribution by examining a comprehensive set of sustainability-related crisis types, including industry-wide collective crises, product-harm crises, and CSR-related tensions. Theoretical and managerial implications are discussed.