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Pleasant hostility: Disidentified consumers ' emotional and behavioral reactions to a brand crisis
Author(s) -
Ruppel Christopher,
Einwiller Sabine
Publication year - 2020
Publication title -
journal of consumer behaviour
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.811
H-Index - 43
eISSN - 1479-1838
pISSN - 1472-0817
DOI - 10.1002/cb.1866
Subject(s) - opposition (politics) , categorization , brand management , psychology , hostility , social psychology , advertising , consumer behaviour , brand loyalty , business , political science , politics , philosophy , epistemology , law
Abstract This research explores how consumers react in a crisis situation that happens to a brand with which they disidentify. Consumer–brand disidentification (CBD) is a state of self‐categorization regarding the separation from and rejection of a brand. It predestines individuals to move away from and go against the misbehaving company because the failure of the object of disidentification provides a perfect opportunity for them to validate their identity. We argue that disidentification is closely related not only to a person's propensity to behave but also to feel in a specific way. Surveys data were collected in the United States and Germany to answer the research question regarding the role of emotions in the relationship between CBD and consumers' intention to demonstrate brand‐opposition behavior. Volkswagen, which experienced a crisis related to its manipulation of emission tests, served as the brand stimulus. The results show that CBD can stimulate hostile emotions and schadenfreude, which can function as mediators of the influence of disidentification on brand opposition (negative word‐of‐mouth, brand avoidance, punishing the brand). This research contributes to the growing body of research on the “dark side” of consumer‐brand relationships and its perils for brands. It also enhances understanding of the role of emotions in (dis)identification and social identity research and widens the scholarship on emotions in crises. Managerial implications include to thoroughly consider trade‐offs of creating a strong and unique brand that may give rise to disidentification; monitoring negative voices, especially online; and differentiating disidentified consumers from other types of opposing stakeholders.