Consumer scapegoating during a systemic product-harm crisis

Gao, Hongzhi; Knight, Jenny; Zhang, Hongxia; Mather, Damien; Tan, Lay Peng

doi:10.1080/0267257x.2011.645859

Cited by 42 publications

(60 citation statements)

References 36 publications

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“…To decrease chain liability, focal firms might consider informing consumers about the (limited) possibilities for establishing transparency and control over complex chains. Alternatively, the marketing literature suggests a more nuanced explanation: Gao et al (2012) argue that consumers facing crises that affect multiple companies adopt habitual and convenient attitudes and behaviors, despite knowing that the problem requires far-reaching, complex solutions. The search for a "scapegoat" offers a simple, convenient coping mechanism.…”

Section: Discussionmentioning

confidence: 99%

“…Second, regardless of supply chain complexity, consumers likely expect the focal firm to account for environmental conditions upstream during its purchasing decisions (Gao et al, 2012). With EMS, firms implement financial, human, technological, and organizational resources and routines to improve their environmental performance, either internally (Gavronski et al, 2011) or externally (Foerstl et al, 2010; Reuter et al, 2010).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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Chain liability in multitier supply chains? Responsibility attributions for unsustainable supplier behavior

Hartmann

Moeller

2014

J of Ops Management

313

300

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When it becomes publicly known that products are associated with suppliers that engage in unsustainable behaviors, consumers protest, as Nestlé, Zara, and Kimberly Clark, among others, have learned. The phenomenon by which consumers hold firms responsible for the unsustainable behavior of their upstream partners suggests the notion of “chain liability.” This study aims to generate insights into the antecedents and consequences of such consumer responsibility attributions. Using data from four vignette‐based survey experiments, the authors find that the chain liability effect increases if an environmental degradation incident (1) results from supplier behavior rather than force majeure, (2) results from a company decision rather than the decision of an individual employee, and (3) is more severe. Responsibility attributions do not differ with varying organizational distance from the supplier, firm size, strategic importance of the supplied product, or the existence of environmental management systems. The chain liability effect also creates strong risks for the focal firm; higher responsibility attributions increase consumers’ anger and propensity to boycott. Therefore, firms should work to ensure sustainable behavior throughout the supply chain, to protect them from chain liability.

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Section: Discussionmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Chain liability in multitier supply chains? Responsibility attributions for unsustainable supplier behavior

Hartmann

Moeller

2014

J of Ops Management

313

300

View full text Add to dashboard Cite

show abstract

“…The marketing management literature on brand scapegoating outcomes (Fors-Andrée 2013; Gao et al 2012; Hagberg and Hellberg 2013) also provides some insight into psychological tendencies that can contribute to the process of ideological containment. Brand scapegoating refers to the situation in which cultural blame for a product harm crisis is projected onto a vilified brand, even though the culpability is shared by multiple organizations in the supply chain.…”

Section: Expert Systems and Structural Imperatives To Trustmentioning

confidence: 98%

Branding Disaster: Reestablishing Trust through the Ideological Containment of Systemic Risk Anxieties

Humphreys¹,

2014

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“…Studying the world's largest product-harm crisis where melamine contaminated milk products caused six deaths and 296 000 children to fall ill, Gao et al (2012) surveyed a large sample of Chinese consumers to assess their attitudes and beliefs toward the contaminated and noncontaminated brands and manufacturers. Their 'real life experiment' showed how a food safety scandal negatively spilled over throughout the entire supply chain.…”

Section: The Impact Of Negative Spilloversmentioning

confidence: 99%

Measuring the short-term spillover impact of a product recall on a brand ecosystem

Mackalski

Belisle²

2015

J Brand Manag

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Robert Mackalskiis a branding specialist. He lectures at McGill University, in Montreal, Canada, and focuses much of his professional time working with high-growth companies on their marketing and branding strategies. Following his MBA, he cofounded the e-commerce company, Peachtree Network, and led the company's efforts in sales and marketing. After the company became public, he completed his doctorate on branding and now splits his time among teaching, academic research at McGill, and support of entrepreneurial companies through advisory and consulting work. Jean-Francois Belislespecializes in data-driven decision-making applied to digital marketing, retailing and risk management. Prior to his current role, he worked as a consultant in strategy and analytics for large companies (P&G, Bell, Development Bank of Canada and Jean Coutu) and supported entrepreneurial companies through advisory and consulting work. He currently lectures at the MBAlevel at Université Laval. He pursued PhD studies in Computational Statistics and Marketing at McGill University, holds a Master degree in Marketing from HEC Montréal, and has a Bachelor in Economics from the Université de Montréal.ABSTRACT This research examines the short-term impact of a product recall on a brand ecosystem by investigating the following questions: How do product recall spillover effects spread to (i) the recalled brand's related product categories, (ii) competing brands, and (iii) private label brands? Studying the 2003 Land O'Lakes butter recall case using a difference-in-differences model, our research shows that negative spillovers occur within the same brand family, carry over to private label brands and then quickly dissipate, but do not carry over to competitor brands. Managerial implications and directions for future research are provided.

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Consumer scapegoating during a systemic product-harm crisis

Cited by 42 publications

References 36 publications

Chain liability in multitier supply chains? Responsibility attributions for unsustainable supplier behavior

Chain liability in multitier supply chains? Responsibility attributions for unsustainable supplier behavior

Branding Disaster: Reestablishing Trust through the Ideological Containment of Systemic Risk Anxieties

Measuring the short-term spillover impact of a product recall on a brand ecosystem

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