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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 3 Relative effectiveness of prior corporate ability vs. corporate social responsibility associations on public responses in corporate crises Corporations strive to create and enhance positive corporate associations with their publics because they believe positive corporate associations will have transferring effects on their products (Brown & Dacin, 1997; Kim, 2011). In routine situations, positively built prior corporate associations would have transferring effects on the public’s attitudes toward product attributes and purchase intentions (e.g., Biehal & Sheinin, 2007). However, in non-routine situations like a crisis, how would these prior corporate associations influence the public’s responses? For instance, Toyota and BP had enjoyed positive reputations before Toyota’s recall and BP’s oil spill in 2010 (Goodman, August 21, 2010). Both organizations spent decades working to earn the respect of U.S. consumers. Toyota was successful in creating corporate ability (CAb) associations (i.e., associations related to the company’s excellent capability to deliver high quality products) among its consumers through continuous quality control and improvement of its products, whereas BP aggressively worked in recent years to establish “green” pedigrees, focusing on creating corporate social responsibility (CSR) associations (i.e., associations related to socially responsible company). However, both companies confronted reputational implosions after the crises. A company’s reputation can be destroyed in seconds by a single incident, and sluggish and mishandled corporate crisis communication often allows a single trigger event to result in a full-blown crisis, tarnishing a sterling reputation built by stellar performance and hard work. However, when a company has been successful in establishing either CAb associations, CSR

Authors: Kim, Sora.
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 Relative effectiveness of prior CAb vs. CSR in crises 
Relative effectiveness of prior corporate ability vs. corporate social responsibility 
associations on public responses in corporate crises  
Corporations strive to create and enhance positive corporate associations with their 
publics because they believe positive corporate associations will have transferring effects on 
their products (Brown & Dacin, 1997; Kim, 2011). In routine situations, positively built prior 
corporate associations would have transferring effects on the public’s attitudes toward product 
attributes and purchase intentions (e.g., Biehal & Sheinin, 2007). However, in non-routine 
situations like a crisis, how would these prior corporate associations influence the public’s 
responses? For instance, Toyota and BP had enjoyed positive reputations before Toyota’s recall 
and BP’s oil spill in 2010 (Goodman, August 21, 2010). Both organizations spent decades 
working to earn the respect of U.S. consumers. Toyota was successful in creating corporate 
ability (CAb) associations (i.e., associations related to the company’s excellent capability to 
deliver high quality products) among its consumers through continuous quality control and 
improvement of its products, whereas BP aggressively worked in recent years to establish 
“green” pedigrees, focusing on creating corporate social responsibility (CSR) associations (i.e., 
associations related to socially responsible company). However, both companies confronted 
reputational implosions after the crises.  
A company’s reputation can be destroyed in seconds by a single incident, and sluggish 
and mishandled corporate crisis communication often allows a single trigger event to result in a 
full-blown crisis, tarnishing a sterling reputation built by stellar performance and hard work. 
However, when a company has been successful in establishing either CAb associations, CSR 

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