The Importance of “Consumer Type” in the Attribution of Crisis Responsibility
The Case of the Maggi Noodles Crisis in India
Bibliographic Data
| ID | 12800506 |
|---|---|
| Authors | Suman Mishra (0000-0001-9310-1086, Southern Illinois University Edwardsville, corresponding author) |
| Year | 2017 |
| Volume | 11 |
| Issue | 3 |
| Pages | 224-243 |
| Publication date | 2017-04-10 |
| Open Access | No |
| Type | ARTICLE |
| Venue | International Journal of Strategic Communication (JOURNAL) |
| Journal identifiers | ISSN: 1553-118X • E-ISSN: 1553-1198 |
| Publisher | Taylor & Francis (PUBLISHER • GB) |
| DOI | 10.1080/1553118x.2017.1307843 |
| OpenAlex | W2606554620 |
| Language | EN |
| Citations received | 4 |
| References cited | 45 |
This study investigates a corporate crisis from the perspective of a consumer. Using in-depth interviews, it investigates the perceptions of mothers about the Maggi noodles lead crisis in India. The findings reveal three types of customers—the devotees, doubters and dropouts—who had different perceptions about the crisis and attributed different levels of responsibility to the corporation based on their attitude and affect toward the brand, attitude toward the corporation, attitude toward the regulatory institution, and levels of nationalism. The study recommends that corporate response strategies during a crisis should focus on the “customer type” and not just the “crisis type” in order to be effective. The theoretical implication and managerial implications for crisis and strategic communication are discussed
Affect (linguistics · Attribution · Business · Corporation · Crisis communication · Economics · Financial crisis · Focus group · Order (exchange · Perception · Perspective (graphical · Political science · Public relations · Regulatory focus theory · Corporate Identity and Reputation · Customer Service Quality and Loyalty · Psychology · Public Relations and Crisis Communication · Social Psychology · Marketing
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| Citations per year | 0.5 |
|---|---|
| Citation span | 2018 - 2025 (8) |
| Highly cited | No |