The Value of Brand Fans during a Crisis: Exploring the Roles of Response Strategy, Source, and Brand Identification

Abstract

Using a two (crisis response strategy: diminish vs. rebuild) × three (source: brand organization vs. brand executive vs. brand fan) experimental design, this study examines how brand fans (i.e., consumers who identify with a brand) can be prompted to protect a brand’s reputation during crises and how the selection of a crisis spokesperson can influence consumers’ evaluations of the crisis communication. Being buffers for their preferred brands, brand fans are more likely to accept their brand’s crisis response and engage in positive electronic word-of-mouth on social media. Brand fans are more likely to evaluate other brand fan’s social media accounts as a credible crisis communication source, whereas those who are not brand fans are more likely to evaluate brand and/or brand executives as credible. Findings provide theoretical applications in paracrisis literature pertaining to social media but also practical implications for brand managers to strategically utilize brand fans in crisis communication.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 37 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.