This study examines if and when spokespersons of an organization in crisis can express their genuine emotions as opposed to appearing rational. The impact of emotional (sadness) versus rational message framing on perceptions of an organization in crisis is studied by means of a 2 (crisis timing strategy: ex-antecrisis timing strategy vs. ex-postcrisis timing strategy)×2 (message framing: rational vs. emotional) between-subjects factorial experimental design with 168 participants. The findings first show that organizations can restore their reputation in times of crisis better by means of an ex-antecrisis timing strategy than by means of an ex-postcrisis timing strategy. In addition, the study illustrates that an ex-antecrisis timing strategy leads to more effective use of organizational message framing. In the case of an organizational self-disclosure, expressing sadness as a discrete negative emotion results in a better postcrisis reputation than rational message framing, whereas no impact of message framing is found for an ex-postcrisis timing strategy. Finally, the results indicate that organizations can benefit from allowing their spokespersons to express sadness because consumers will consider them more sincere.
Stored only when both papers are in the corpus — 112 citations exist upstream.
Imported from OpenAlex (CC0) — nothing here is generated.