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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 15 Manipulation checks were successful. Participants in the positive CAb associations (M = 5.7, SD =1.1) revealed more positive CAb associations than those in the negative (M =1.6, SD=.80) (t (199) =29.5 p <.001, Cohen’s d = 4.32), and also successful manipulation was identified between positive (M=5.8, SD=.86) and negative (M=2.1, SD= .87) CSR associations (t (192) =29.4, p <.001, Cohen’s d =4.28). Participants who saw a victim crisis type (M = 4.3, SD =1.6) considered the company as a victim of the crisis more than those who were exposed to a preventable crisis type (M = 2.2, SD =1.5) (t (393) = 12.0, p <.001, Cohen’s d =1.40). Participants who were exposed to a victim crisis type (M = 2.2, SD =1.4) were less likely to think the crisis occurred due to the company’s misdeeds than those who saw a preventable crisis type (M=5.3, SD=1.5) (t (393) = -12.6, p <.001, Cohen’s d = 2.14). As intended, there was also a significant difference between high and low crisis severity factor (t (393) = 5.8, p <.001, Cohen’s d = .72). Test of hypotheses Multivariate analysis of variance (MANOVA) and structural equation modeling tests were used to test our hypotheses. First, positive prior CAb associations tended to affect the attribution of crisis causality (Wilk’s Λ F (1, 199) = 3.47, p <.05, η p 2 =.06), supporting H1a. However, when looking at each causality attribution factor, only the stability factor was significantly different between the conditions of positive and negative CAb associations (F (1, 199) =10.33, p <.002, η p 2 = .063). Participants who had positive CAb associations (M = 3.9, SD = 1.5) toward the company tended to think the cause of the crisis was less stable than those who had negative CAb associations (M = 4.6, SD = 1.4). Though participants with positive CAb associations attributed less internal locus (M= 4.8, SD=1.4) and less controllability (M = 5.2, SD

Authors: Kim, Sora.
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 Relative effectiveness of prior CAb vs. CSR in crises 15 
Manipulation checks were successful. Participants in the positive CAb associations (M = 
5.7, SD =1.1) revealed more positive CAb associations than those in the negative (M =1.6, 
SD=.80) ((199) =29.5 p <.001, Cohen’s = 4.32), and also successful manipulation was 
identified between positive (M=5.8, SD=.86) and negative (M=2.1, SD= .87) CSR associations (
(192) =29.4, p <.001, Cohen’s d =4.28). Participants who saw a victim crisis type (= 4.3, SD 
=1.6) considered the company as a victim of the crisis more than those who were exposed to a 
preventable crisis type (= 2.2, SD =1.5) (t (393) = 12.0, p <.001, Cohen’s d =1.40). 
Participants who were exposed to a victim crisis type (= 2.2, SD =1.4) were less likely to think 
the crisis occurred due to the company’s misdeeds than those who saw a preventable crisis type 
(M=5.3, SD=1.5) ((393) = -12.6, p <.001, Cohen’s d = 2.14). As intended, there was also a 
significant difference between high and low crisis severity factor ((393) = 5.8, p <.001, Cohen’s 
d = .72).   
Test of hypotheses  
Multivariate analysis of variance (MANOVA) and structural equation modeling tests 
were used to test our hypotheses. First, positive prior CAb associations tended to affect the 
attribution of crisis causality (Wilk’s Λ F (1, 199) = 3.47, p <.05, η
 =.06), supporting H1a. 
However, when looking at each causality attribution factor, only the stability factor was 
significantly different between the conditions of positive and negative CAb associations (F (1, 
199) =10.33, p <.002, η
= .063). Participants who had positive CAb associations (= 3.9, SD = 
1.5) toward the company tended to think the cause of the crisis was less stable than those who 
had negative CAb associations (= 4.6, SD = 1.4). Though participants with positive CAb 
associations attributed less internal locus (M= 4.8, SD=1.4) and less controllability (= 5.2, SD 

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