Enough Is Enough! When Identification No Longer Prevents Negative Corporate Associations

Einwiller, Sabine; Fedorikhin, Alexander; Johnson, Allison R.; Kamins, Michael A.

doi:10.1177/0092070305284983

Cited by 217 publications

(189 citation statements)

References 25 publications

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“…All measures were adapted from literature and modified to fit the current study, that asked the respondent to react to designed statements on a 5-point Likert scale from 1 = strongly disagree to 5 = strongly agree [67,69,77,78]; • Section 3 assesses H5 and H6 by asking questions about the respondent's usage length of the Mobike service. • Section 4 investigates responders' demographic information.…”

Section: Methodsmentioning

confidence: 99%

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Enabling Value Co-Creation in the Sharing Economy: The Case of Mobike

et al. 2017

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Abstract:The disruptive rise of the sharing economy has inspired multiple social innovations embodying significant potential towards achieving urban sustainability in crucial areas like low-carbon mobility. Increasingly, consumers in such sharing systems participate in activities of value co-creation together with firms and peers, such as through enforcing rules that help maintain trust and reciprocity. Why do people choose to invest their time and energy in co-creating values that may benefit wider social and environmental sustainability in the sharing economy? This study addresses this question through an analysis of an emerging shared mobility community, the innovative socio-economic relationships it has spawned, and the cultural and cognitive forces that underpin these new forms of economic organization and value creation in relation to sustainability. Through a mixed method case study of a newly emerged free-floating bike sharing system in China, called Mobike, the paper explores the main enabling factors which is transforming people from passive product/service receivers to active value co-creators in the sharing economy, such as self-efficacy, cognition of duty, anticipated awards and learning processes. The paper argues that business, social and government organizations may leverage these enabling factors to achieve a more sustainable sharing business and society. Finally, based on quantitative and qualitative data analysis, the article proposes a value co-creation framework between users and firms that involves a clear social learning process on the one hand, and has strong links with social innovations towards sustainability, on the other.

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Section: Methodsmentioning

confidence: 99%

“…Accordingly, they have developed a sense of belonging to the communal identity Mobike represents. We thus assume there is a positive linkage between C-C identification and value co-creation intention [67].…”

Section: Hypothesis 3 (H3) Company-consumer Identification (C-c Idenmentioning

confidence: 99%

Enabling Value Co-Creation in the Sharing Economy: The Case of Mobike

et al. 2017

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“…For the purpose of this study, we were only interested in the trustworthiness scale. We used the connection and self-categorization scale developed by Einwiller et al (2006) to measure identification and items from the Reputation Quotient scale (Fombrun et al 2000) to measure the company's reputation. Because we focused on CSR, we used those items from the scale that address this dimension and adapted them based on the story.…”

Section: Measurement Developmentmentioning

confidence: 99%

The Impact of Interactive Corporate Social Responsibility Communication on Corporate Reputation

Eberle¹,

2013

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Companies increasingly communicate about corporate social responsibility (CSR) through interactive online media. We examine whether using such media is beneficial to a company's reputation. We conducted an online experiment to examine the impacts of interactivity in CSR communication on corporate reputation and word-of-mouth intentions. Our findings suggest that an increase in perceived interactivity leads to higher message credibility and stronger feelings of identification with the company, which also boost corporate reputation and word-of-mouth. This result implies that using interactive channels to communicate about CSR can improve corporate reputation. Our results also show that the detrimental impacts of negative user evaluations on corporate reputation are much higher than the favorable impacts of positive evaluations. This finding suggests that, despite the effectiveness of interactive communication channels, firms need to carefully monitor these channels.Keywords: Corporate reputation, corporate social responsibility, electronic word-of-mouth, interactivity, message credibility, social media. IntroductionCompanies are increasingly communicating about their efforts in the realm of corporate social responsibility (CSR), that is, efforts to "integrate social, environmental, ethical, human rights and consumer issues into their business operations and core strategy" (European Commission 2011 p. 6). A major goal of such communication is to achieve or protect organizational legitimacy (Arvidsson, 2010). Furthermore, companies are embracing interactive online media to communicate about CSR. For example, Kim et al. (2010) showed that 71% of the Fortune Global 500 firms devoted a separate section of their website to environmental responsibility and 75% of these environmental sections gave users the opportunity to respond to the information provided. It is unclear, however, whether using such interactive media adds This paper investigates whether allowing stakeholders to post comments on CSR messages (and to read comments posted by others) affects the credibility of messages and stakeholders' feeling of identification with the company. Furthermore, we examine the effects of improved message credibility and identification on the reputation of the company and positive word-ofmouth intentions. We also analyze the effects of user evaluations, testing the conventional wisdom that messages having mostly positive comments have a higher credibility than messages having no user comments, while the reverse holds for messages having mostly negative comments. Our findings suggest that an increase in perceived (but not actual) interactivity leads to higher message credibility and stronger feelings of identification with the company, which also boost corporate reputation and word-of-mouth. This result implies that using more interactive channels to communicate CSR could improve corporate reputation. Our results also show that the detrimental impacts of negative comments on corporate reputation are much higher than the...

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“…13 Negative information is considered to exercise greater infl uence than positive information does, 14,15 unfavorably affecting a company ' s image. 12, 16 Henard argues similarly that negative media coverage of an organization relates to diffi culties in building public relationships and contributes to triggering corporate crises. 17 The negative impact of such coverage makes marketing communications a critical issue.…”

Section: The Effect Of Media Negativity On Public Relationsmentioning

confidence: 99%

Satisfaction, corporate credibility, CEO reputation and leadership effects on public relationships

Jin

Yeo²

2011

J Target Meas Anal Mark

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The purpose of this study is to examine the effects that negative and positive news stories about corporate activities have on customer relationships with those companies. To test the proposed hypotheses, a 2 by 2 (positive versus negative news story; high versus low customer satisfaction) factorial design was implemented. The dependent variables are corporate credibility, CEO reputation for leadership and customer perceptions of the quality of customer-company relationships. The study confi rms the impact of negative news stories on relationship building. The experiment that was run to collect data provides a better understanding of how differently slanted news stories, when combined with customer satisfaction levels, affect customer-corporate relationships. The study also provides information about the role that intangible assets play in relationship building. The fi ndings indicate that negative media coverage of corporations has the potential to damage the image of a corporation and its CEO.

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Enough Is Enough! When Identification No Longer Prevents Negative Corporate Associations

Cited by 217 publications

References 25 publications

Enabling Value Co-Creation in the Sharing Economy: The Case of Mobike

Enabling Value Co-Creation in the Sharing Economy: The Case of Mobike

The Impact of Interactive Corporate Social Responsibility Communication on Corporate Reputation

Satisfaction, corporate credibility, CEO reputation and leadership effects on public relationships

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