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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 22 people might not necessarily think that the crisis is not representing an aspect of the company (i.e., not necessarily attributing external locus for the crisis). That is probably why this study finds no transferring effects of CAb associations on locus/controllability, which differs from those of CSR associations. In addition, a transferring effect of CAb associations on the stability factor found in this study can also be explained by this dimensional difference. Since CAb is related to skill-set expectation, people might think the cause of the crisis can be fixed soon and will not last long (i.e., less stable) due to their expectation of the company’s excellent skill sets (i.e., CAb associations). Another important finding of this study is that both CAb and CSR associations have a transferring effect on people placing less blame on the company for the crisis, and those transferring effects on blame are only indirect, mediated by locus/control and stability attributions. This particular finding indicates that when it comes to evaluating who is responsible for the crisis, people tend to adopt very logical judgments of the crisis circumstances (i.e., evaluating locus/control and stability of the crisis causality) that are not directly affected by their previous beliefs or feelings toward the company. However, more interestingly, when it comes to company evaluation, people with positive CAb and CSR associations would still evaluate the company more positively regardless of how highly they attribute the crisis responsibility to the company, given the finding that there is a direct effect of CAb and CSR associations on company evaluation. This implies that although people tend to use rational judgments regarding how much the company is responsible for the crisis, when it comes to company evaluation, they tend to stick to their previous associations with the company. It means even if they attributed high levels of crisis responsibility to the company for a certain crisis through evaluating locus and stability,

Authors: Kim, Sora.
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 Relative effectiveness of prior CAb vs. CSR in crises 22 
people might not necessarily think that the crisis is not representing an aspect of the company 
(i.e., not necessarily attributing external locus for the crisis). That is probably why this study 
finds no transferring effects of CAb associations on locus/controllability, which differs from 
those of CSR associations. In addition, a transferring effect of CAb associations on the stability 
factor found in this study can also be explained by this dimensional difference. Since CAb is 
related to skill-set expectation, people might think the cause of the crisis can be fixed soon and 
will not last long (i.e., less stable) due to their expectation of the company’s excellent skill sets 
(i.e., CAb associations).  
Another important finding of this study is that both CAb and CSR associations have a 
transferring effect on people placing less blame on the company for the crisis, and those 
transferring effects on blame are only indirect, mediated by locus/control and stability 
attributions. This particular finding indicates that when it comes to evaluating who is responsible 
for the crisis, people tend to adopt very logical judgments of the crisis circumstances (i.e., 
evaluating locus/control and stability of the crisis causality) that are not directly affected by their 
previous beliefs or feelings toward the company. However, more interestingly, when it comes to 
company evaluation, people with positive CAb and CSR associations would still evaluate the 
company more positively regardless of how highly they attribute the crisis responsibility to the 
company, given the finding that there is a direct effect of CAb and CSR associations on company 
evaluation. This implies that although people tend to use rational judgments regarding how much 
the company is responsible for the crisis, when it comes to company evaluation, they tend to 
stick to their previous associations with the company. It means even if they attributed high levels 
of crisis responsibility to the company for a certain crisis through evaluating locus and stability, 

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