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Relative effectiveness of prior corporate ability vs. corporate social responsibility associations on public responses in corporate crises
Unformatted Document Text:  Relative effectiveness of prior CAb vs. CSR in crises 13 cyanide poisoning). A crisis scenario of E-coli contamination created by the company’s unsanitary production system was used for the preventable crisis type (i.e., dirty conditions led to E-coli in Wallace & Smith Food’s Cup-A-Soup Product). Crisis severity was manipulated by the extent of the crisis damage on consumers (i.e., high: 2 died & 58 became ill; low: 5 were hospitalized but all released in good health). After reading the crisis news article, respondents completed the questionnaire that included questions concerning the locus, stability, and controllability of the crisis cause, blame, and supportive BI. In addition, questions regarding post-crisis CE, PE, and PI were asked again. On average, the survey took 15 minutes to complete. Participants A total of 394 students at a major public university in the southeastern region of the United States participated in the study in exchange for extra credit. The average age was 20.2 (SD = 1.46). Of the total of 394 respondents in this study, 284 (72%) were female and 109 (28%) were male. On average, 24.6 students were exposed to one of the 16 conditions. Measures The measures of both CAb and CSR associations using six items each were adopted from previous studies (Kim, 2011; Kim & Rader, 2010). Nine attribution scale items measuring the locus, stability, controllability of the crisis were adapted from McAuley, Duncan, and Russell (1992). Three items for locus include 1) reflects an aspect of, 2) something inside, and 3) something about the company. Stability measure asks if the cause of the crisis is 1) a permanent issue, 2) will remain an issue over time, and 3) will change over time. Lastly, controllability includes the cause of the crisis as something that the company could 1) manage, 2) regulate, and

Authors: Kim, Sora.
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 Relative effectiveness of prior CAb vs. CSR in crises 13 
cyanide poisoning). A crisis scenario of E-coli contamination created by the company’s 
unsanitary production system was used for the preventable crisis type (i.e., dirty conditions led to 
E-coli in Wallace & Smith Food’s Cup-A-Soup Product). Crisis severity was manipulated by the 
extent of the crisis damage on consumers (i.e., high: 2 died & 58 became ill; low: 5 were 
hospitalized but all released in good health). After reading the crisis news article, respondents 
completed the questionnaire that included questions concerning the locus, stability, and 
controllability of the crisis cause, blame, and supportive BI. In addition, questions regarding 
post-crisis CE, PE, and PI were asked again. On average, the survey took 15 minutes to 
A total of 394 students at a major public university in the southeastern region of the 
United States participated in the study in exchange for extra credit. The average age was 20.2 
(SD = 1.46).  Of the total of 394 respondents in this study, 284 (72%) were female and 109 
(28%) were male. On average, 24.6 students were exposed to one of the 16 conditions.  
The measures of both CAb and CSR associations using six items each were adopted from 
previous studies (Kim, 2011; Kim & Rader, 2010).  Nine attribution scale items measuring the 
locus, stability, controllability of the crisis were adapted from McAuley, Duncan, and Russell 
(1992). Three items for locus include 1) reflects an aspect of, 2) something inside, and 3) 
something about the company. Stability measure asks if the cause of the crisis is 1) a permanent 
issue, 2) will remain an issue over time, and 3) will change over time. Lastly, controllability 
includes the cause of the crisis as something that the company could 1) manage, 2) regulate, and 

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