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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 8 crisis also results in more negative evaluations of the organization (Coombs & Holladay, 1996). Finally, stability is whether the cause of this crisis is stable and constant or subject to change. The more stable the public perceives the cause of the crisis, the more negative evaluations of the organization. Folkes (1984) found that consumers’ reactions to a product failure crisis were related to these three causal dimensions. Jorgensen (1994) also demonstrated that consumers’ attributions of the cause of a serious airline crash affected their evaluations of the company. Clearly the more publics judge the cause of the crisis as internal, stable, and controllable, the higher attributions of crisis responsibility they place on the organization (Coombs, 2007; Folkes, 1984; Jorgensen, 1994). The public’s attributions of crisis responsibility also vary depending on crisis types according to SCCT. Coombs (2007) classified crisis types into victim, accident, and preventable clusters by attribution levels of crisis responsibility. The victim crisis type has minimal crisis responsibility attributed by the public and includes natural disasters, rumors, workplace violence, and malevolence/product tampering. The accident type has low attribution of crisis responsibility for the organization such as challenges, technical-error accidents, and technical-error product harm. Lastly, the preventable crisis cluster produces strong attribution of crisis responsibility for the organization. Examples of the preventable crisis type include human-error accidents, human- error product harm, and organizational misdeeds. A majority of previous crisis research has agreed that good prior relationships and reputation with different publics could mitigate the organization’s reputational damage during a crisis (e.g., Brown & White, 2011; Coombs, 2007; Coombs & Holiday, 2001). For example, Brown and White (2010) found that publics having positive relationships with the organization

Authors: Kim, Sora.
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 Relative effectiveness of prior CAb vs. CSR in crises 
 
 
 
crisis also results in more negative evaluations of the organization (Coombs & Holladay, 
1996).  Finally, stability is whether the cause of this crisis is stable and constant or subject to 
change. The more stable the public perceives the cause of the crisis, the more negative 
evaluations of the organization. Folkes (1984) found that consumers’ reactions to a product 
failure crisis were related to these three causal dimensions. Jorgensen (1994) also demonstrated 
that consumers’ attributions of the cause of a serious airline crash affected their evaluations of 
the company. Clearly the more publics judge the cause of the crisis as internal, stable, and 
controllable, the higher attributions of crisis responsibility they place on the organization 
(Coombs, 2007; Folkes, 1984; Jorgensen, 1994).  
The public’s attributions of crisis responsibility also vary depending on crisis types 
according to SCCT. Coombs (2007) classified crisis types into victim, accident, and preventable 
clusters by attribution levels of crisis responsibility. The victim crisis type has minimal crisis 
responsibility attributed by the public and includes natural disasters, rumors, workplace violence, 
and malevolence/product tampering. The accident type has low attribution of crisis responsibility 
for the organization such as challenges, technical-error accidents, and technical-error product 
harm. Lastly, the preventable crisis cluster produces strong attribution of crisis responsibility for 
the organization. Examples of the preventable crisis type include human-error accidents, human-
error product harm, and organizational misdeeds.  
A majority of previous crisis research has agreed that good prior relationships and 
reputation with different publics could mitigate the organization’s reputational damage during a 
crisis (e.g., Brown & White, 2011; Coombs, 2007; Coombs & Holiday, 2001). For example, 
Brown and White (2010) found that publics having positive relationships with the organization 


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