Should the shady steal thunder? The effects of crisis communication timing, pre-crisis reputation valence, and crisis type on post-crisis organizational trust and purchase intention

Ardion D. Beldad (Corresponding Author), Ester van Laar, Sabrina M. Hegner

Research output: Contribution to journalArticleAcademicpeer-review

3 Citations (Scopus)
2 Downloads (Pure)

Abstract

A scenario-based 2 (communication timing: stealing thunder vs. thunder) × 2 (pre-crisis reputation valence: positive vs. negative) × 2 (crisis type: product-harm vs. moral-harm) between-subjects experiment was implemented with 273 Dutch participants to address the question of whether or not the positive effects of stealing thunder depend on pre-crisis reputation valence and crisis type. Statistical analyses reveal that stealing thunder by an organization with a positive pre-crisis reputation results in higher post-crisis trust and purchase intention levels than stealing thunder by an organization with a negative pre-crisis reputation. Moreover, crisis type interacts with crisis communication timing in influencing post-crisis trust and purchase intention, as stealing thunder works better than thunder during a product-harm crisis.

Original languageEnglish
Pages (from-to)150-163
Number of pages14
JournalJournal of contingencies and crisis management
Volume26
Issue number1
DOIs
Publication statusPublished - 1 Mar 2018

Fingerprint

communication
Communication
experiment
Experiments
purchase
product
effect
Crisis communication
Purchase intention
Organizational trust
Valence

Keywords

  • UT-Hybrid-D
  • Crisis type
  • Post-crisis trust
  • Pre-crisis reputation valence
  • Stealing thunder
  • Crisis communication

Cite this

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abstract = "A scenario-based 2 (communication timing: stealing thunder vs. thunder) × 2 (pre-crisis reputation valence: positive vs. negative) × 2 (crisis type: product-harm vs. moral-harm) between-subjects experiment was implemented with 273 Dutch participants to address the question of whether or not the positive effects of stealing thunder depend on pre-crisis reputation valence and crisis type. Statistical analyses reveal that stealing thunder by an organization with a positive pre-crisis reputation results in higher post-crisis trust and purchase intention levels than stealing thunder by an organization with a negative pre-crisis reputation. Moreover, crisis type interacts with crisis communication timing in influencing post-crisis trust and purchase intention, as stealing thunder works better than thunder during a product-harm crisis.",
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