Earticle

초록

영어

The purpose of this study was to explore whether negative spillover effects occur in the context of a company–nonprofit partnership when a crisis strikes a partner organization, and to explore effective response strategies for the principal organization. We conducted an online experiment (N = 445) with a 2 (duration of partnership: long-term vs. short-term) x 2 (message strategy: denial vs. no response) x 3 (action strategy: ending partnership, continuing partnership, no response) between-subject design in the context of a fictional financial misconduct crisis. The results confirmed the existence of negative spillover effects; when respondents were exposed to crisis information about a partner organization, their attitude toward the principal organization became less favorable. We found that denial message strategies were more effective than no message strategy, restoring the image of the principal organization up to or even better than its pre-crisis level. None of the action strategies, however, were effective in recovering the image of the principal organization. We discuss the practical and theoretical implications.

목차

Abstract
 Literature Review
  Company–Nonprofit Partnerships as Strategic CSR
  Response Strategies to Negative Spillover Effects
 Method
  Participants and Procedure
  Stimuli
  Measures
 Results
 Discussion
 References
 Appendix

키워드

저자

• 이선영 [ 미국텍사스테크대 ] 발표자
• 임혜준 [ 미국미네소타대 ] 발표자
• 배지양 [ 전남대 ] 토론자

참고문헌

발행기관

간행물

표지보기 관심저널 등록

• 간행물명

  한국PR학회 학술대회

• 간기

  부정기

• 수록기간

  1999~2023

• 십진분류

  KDC 326 DDC 338