Corporate social responsibility has grown on the corporate agenda and is at the heart of today’s corporate culture. While much research has examined CSR strategies and effects, the effects of post-crisis CSR communication have received relatively little academic attention. Therefore, this paper uses two experimental studies to examine several key contingency factors that influence consumers’ responses to post-crisis CSR initiatives. Results suggest that consumers demonstrate more favorable responses when a company launches a CSR initiative congruent with the crisis issue, or (...) when the crisis is the result of an accident rather than a transgression. Further, the congruence between the crisis issue and the pre-crisis CSR initiative moderates the consistency effects between pre- and post-crisis initiatives. Such findings should be understood by considering the mediating role of corporate CSR motives’ consumer attributions, which was evidenced in this study. This study theoretically contributes to an improved understanding of the underlying mechanism of the post-crisis CSR information process and managerially contributes to the strategic development of effective post-crisis CSR initiatives given a particular situation. (shrink)

The universal mantra, “The customer is our king,” has led to considerable focus on the servant-anthropomorphized brand. However, does your “king” want to be served as a “king”? This research aims to examine how anthropomorphic brand role, self-construals and consumer responses to brands interact. In this study, four sequential experiments show that consumers with an interdependent self-construal are likely to respond more favorably toward anthropomorphic brands playing superior ‘master’ roles than toward those playing subordinate ‘servant’ roles. Here we distinguish between (...) two types of superior role (master and mentor) based on behavior and communications. We also explore the underlying psychological mechanism of followership, as demonstrated through blind followership of someone in a master role and rational followership of someone in a mentor role. Additionally, when a third-party (recipient) is involved in the relationship between a consumer and a brand, the giver–recipient relationship moderates the relationship between an anthropomorphised brand role and self-construals. (shrink)