Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/297658 
Year of Publication: 
2020
Citation: 
[Journal:] International Journal of Corporate Social Responsibility (JCSR) [ISSN:] 2366-0074 [Volume:] 5 [Issue:] 1 [Article No.:] 1 [Year:] 2020 [Pages:] 1-12
Publisher: 
Springer, Heidelberg
Abstract: 
This paper examines perceived hypocrisy when a failure is aligned with prior social performance. It is hypothesized that commitment to a CSR domain creates greater performance expectations thus exacerbating the effects when an aligned failure occurs. Study 1 demonstrates that failure alignment and severity increase perceived hypocrisy which negatively impacts customer evaluations of trust, repurchase intent, and brand attitude. Study 2 evaluates two response strategies of apology and compensation vs. no response. An apology significantly reduced perceptions of hypocrisy only when the failure was unaligned with prior CSR. Compensation significantly reduced hypocrisy in both the unaligned and aligned conditions.
Subjects: 
Corporate social responsibility
Corporate hypocrisy
Reputation recovery
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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