Corporate brand‐rapture theory: antecedents, processes, and consequences

Abstract

Purpose This study seeks to provide analytical insights into corporate brand‐rapture (CBR), its antecedents and consequences, and contributes to methodology for modeling CBRs. Design/methodology/approach The paper defines the construct and develops a theory that explains how corporate brand‐rapture works and is testable empirically. Findings CBR merits further investigation as a potentially valid, operational concept in marketing that underpins the conscious and unconscious drivers of the corporate brand's strongest stakeholders and that lays the foundations of research into corporate brand‐rapture communication. Research limitations/implications The paper, while remaining conceptual, identifies a dynamic concept of interest to researchers and to corporate brand marketing management and proposes seven fundamental propositions for modeling CBR. Practical implications The paper provides researchers and corporate brand marketing with a more rigorous understanding of the foundations of engagement with a corporate brand. Originality/value This paper is the first so far on CBR theory and provides insights that are important to corporate brand marketers and their communications strategies.

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