دانلود رایگان مقاله تاثیر شهرت بد: وقوع بحران، مسئولیت اجتماعی شرکتی و ادراک ریاکاری و نگرش نسبت به یک شرکت

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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.

5. Discussion and limitations

This study confirmed that reputation and crisis have an effect on the perception of corporate hypocrisy. Corporate hypocrisy mediated the effect of reputation and crisis on attitudes toward the company. However, CSR history was not mediated by corporate hypocrisy. The direct effect of corporate reputation aligns with prior studies asserting that a company’s bad reputation is likely to increase suspicion levels regarding a CSR message (Bae & Cameron, 2006; Yoon et al., 2006). Also, the finding aligned with buffering effect (Sohn & Lariscy, 2012) that explains consumers’ psychology which tends to overlook or ignore a company’s crisis as they try to keep their attitudes consistent with perceived company reputation. Thus, the study further strengthens the proposition that the role of a company’s reputation might be the antecedent condition for an audience to perceive goodwill and altruistic motives in CSR.