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'Corporate image at stake': the impact of crises and response strategies on consumer perceptions of corporate brand alliances

'Corporate image at stake': the impact of crises and response strategies on consumer perceptions of corporate brand alliances
'Corporate image at stake': the impact of crises and response strategies on consumer perceptions of corporate brand alliances
Corporate co-branding, or brand alliances, is a popular strategy, regarded as beneficial to the allied brands. There are, however, caveats to this strategy due to crises concerning one of the partner brands. Employing an experiment, we investigate the impact of crisis types and response strategies, and the interactions, on corporate image of the culpable ally, the non-culpable partner, and the alliance. Results show that preventable crises, high in controllability and intentionality, are detrimental to the image of the culpable ally. Deny response is, nonetheless, effective for restoring corporate image, when compared with diminish or acknowledge/rebuild responses. We further demonstrate that the non-culpable partner suffers from crises only indirectly, due to negative post-crisis attitudes toward the alliance, which in turn influence intentions to purchase alliance offering. Our findings underscore the need for corporate brands to use co-branding with caution, carefully planning for crises, and judiciously considering the viability of response strategies.
0148-2963
Singh, Jaywant
db6316ed-e404-4c5a-873c-6e97c94fe531
Crisafulli, Benedetta
c2ffc9d5-6e13-4d5e-8402-c62586f1a0d3
Quamina, Latoya
03aaad0d-e084-4362-b373-2a78e3bc3715
Singh, Jaywant
db6316ed-e404-4c5a-873c-6e97c94fe531
Crisafulli, Benedetta
c2ffc9d5-6e13-4d5e-8402-c62586f1a0d3
Quamina, Latoya
03aaad0d-e084-4362-b373-2a78e3bc3715

Singh, Jaywant, Crisafulli, Benedetta and Quamina, Latoya (2019) 'Corporate image at stake': the impact of crises and response strategies on consumer perceptions of corporate brand alliances. Journal of Business Research. (doi:10.1016/j.jbusres.2019.01.014).

Record type: Article

Abstract

Corporate co-branding, or brand alliances, is a popular strategy, regarded as beneficial to the allied brands. There are, however, caveats to this strategy due to crises concerning one of the partner brands. Employing an experiment, we investigate the impact of crisis types and response strategies, and the interactions, on corporate image of the culpable ally, the non-culpable partner, and the alliance. Results show that preventable crises, high in controllability and intentionality, are detrimental to the image of the culpable ally. Deny response is, nonetheless, effective for restoring corporate image, when compared with diminish or acknowledge/rebuild responses. We further demonstrate that the non-culpable partner suffers from crises only indirectly, due to negative post-crisis attitudes toward the alliance, which in turn influence intentions to purchase alliance offering. Our findings underscore the need for corporate brands to use co-branding with caution, carefully planning for crises, and judiciously considering the viability of response strategies.

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Singh Crisafulli Quamina 2019 JBR - Accepted Manuscript
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Accepted/In Press date: 9 January 2019
e-pub ahead of print date: 22 January 2019

Identifiers

Local EPrints ID: 436325
URI: http://eprints.soton.ac.uk/id/eprint/436325
ISSN: 0148-2963
PURE UUID: 8fbeeee1-e3c0-4a20-aacc-fda3df40717a
ORCID for Jaywant Singh: ORCID iD orcid.org/0000-0002-0766-0162

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Date deposited: 06 Dec 2019 17:30
Last modified: 21 Jul 2020 04:01

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