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Consumer Boycotts: Corporate Response and Responsibility International Review of Management and Marketing ISSN: 2146-4405 available at http: www.econjournals.com International Review of Management and Marketing, 2017, 7(3), 373-380. Consumer Boycotts: Corporate Response and Responsibility Hurrem Yilmaz1, Abdullah Alhumoud2* 1Department of Marketing, American University of Ras Al Khaimah, United Arab Emirates, 2School of Business, University of Ras Al Khaimah, United Arab Emirates. *Email: [email protected] ABSTRACT Boycotts, once intended as short term signals to business to improve performance, are proving to have increasingly long term ramifications. Yet there is limited number of studies in consumer boycotts area and specifically on the effect of motivational factors. The current study investigates the effect of company response to crisis (appropriate vs. inappropriate) and company responsibility for the crisis (responsible vs. not responsible) on the perceived egregiousness of a company’s act, corporate image and boycott decision. Our study tests hypotheses and reports implications for marketing strategy and further research. Keywords: Consumer Boycotts, Product Harm Crisis, Corporate Response JEL Classifications: H12, M14 1. INTRODUCTION it. Yet there is limited number of studies in consumer boycotts area (Sen et al., 2001) and specifically on the effect of motivational Consumer boycotts as defined by Garrett (1987) is “the concerted factors (an exception is Klein et al., 2004). but non-mandatory refusal by a group of actors (the agents) to conduct marketing transactions with one or more other actors (the Another focus of this research is on organizational crisis and the targets) for the purpose of communicating displeasure with certain response strategy a company uses. An organizational crisis can target policies and attempting to coerce the target to modify these be defined as a significant threat to organizational operations or policies.” Friedman (1999) argues that there could be as many as reputations that can have negative consequences for stakeholders five main groups of boycotts. These are labor, ecological, minority, and/or the organization if not handled properly (Coombs, 2015). religious, and consumer boycotts. Consumer boycotts have a long A particular type of crisis of great concern to marketers and history of use as a coercive strategy to promote changes in marketing advertisers is product harm crisis. When a crisis happens to decision-making and to promote broader social and political change an organization it typically results in negative publicity and (Friedman, 1999; Garrett, 1987). The Economist (1990. p. 69) corporate image is being threatened. Consistent with the boycott writes: “Consumer boycotts are becoming an epidemic for one literature (e.g., Friedman, 1999; Garrett, 1987), in general, boycott simple reason: They work,”; and a recently conducted survey reports participation is prompted by the belief that a firm has engaged that 50% of Americans claim to have taken part in a product boycott in conduct that is strikingly wrong and that has negative and (Dolliver, 2000). According to the Ethical Consumer Markets Report possibly harmful consequences for various parties (e.g., workers, (2013), there has been a 37% increase in the value of boycotts consumers, society at large). Boycotts today are more typically from 2010 to 2012 (£m 2.485 vs. £m 3.630). In fact, according focused on corporate practices rather than on broader sociopolitical to Ethical Consumer, a UK-based consumer activist magazine, goals such as civil rights. Therefore, with so much at stake, there are 50 active, “progressive” boycotts currently under way in managers should be concerned with trying to minimize the January, 2017. The Cooperative Bank’s consumer panel (The Ethical negative effects of a product harm crisis. Consequently, crisis Consumerism Report, 2003) revealed that 52% of people claiming response strategy has been the center of a rapidly growing body of to have boycotted at least one product over 1 year; with two-thirds crisis management research (Coombs, 2014). This study focuses of them claiming not to return to a brand once they have boycotted on product harm crisis related boycotts and aims to understand the International Review of Management and Marketing | Vol 7 • Issue 3 • 2017 373 Yilmaz and Alhumoud: Consumer Boycotts: Corporate Response and Responsibility effect of company response strategy to crisis (described as being publicity surrounding the crisis is perceived both as diagnostic appropriate vs. inappropriate) on the perceived egregiousness of and surprising which tends to be weighed heavily when making the company’s act, corporate image and boycott decision. product judgments- a phenomenon referred to as negativity bias. The study also examines the interactions between individual When the product harm crisis is initially reported in the media factors (beliefs about whether boycotts work, self-enhancement, there is often an ambiguity regarding the responsible party for and consumer interaction style-aggressiveness), and company the crisis. Attribution theory predicts that individuals search actions (company response after crisis) affecting consumers’ information to determine the cause of an observed behavior based perceived egregiousness, boycott decision and perceived corporate on the information made available to them (Weiner, 1986). Jones image to improve the generalizability of a previous study results and Richard (1972) describe that there is tendency for observers by Klein et al. (2004). After a review of pertinent literature we to attribute the responsibility for negative actions to stable report an experimental study to test hypotheses and conclude with personal dispositions of the involved actor (e.g., dishonesty, greed, implications for marketing strategy as well as for further research. irresponsibility) and ignore important situational determinants which is called fundamental attribution error. On the other hand, 2. THEORETICAL BACKGROUND if an accused actor provides an appropriate explanation for an allegedly offensive behavior, observers may use this information Friedman (1999. p. 4) defines consumer boycotts as “an attempt to refute the negative nature of the allegations (Kelley, 1973). by one or more parties to achieve certain objectives by urging Therefore, corporate response to crisis during the period right after individual consumers to refrain from making selected purchases the crisis, may have critical importance. Fairness theory suggests in the marketplace.” Therefore, a better understanding of boycott that (Folger and Cropanzano, 1998) corporate responses to crisis participation is useful in understanding ethical influences on buyer should address issues of corporate control over the event and the behavior. In the next section, we focus on product harm crisis processes and procedures for dealing with the event to ensure fair and how a company’s response to crisis can affect consumers’ treatment for all affected parties. For example, seeking to assist the perception of egregiousness and willingness to boycott. victims shows the organization acting appropriately by trying to reestablish the norms it violated when the crisis created victims as 2.1. Product Harm Crisis, Company Response well as protecting reputational assets (Coombs and Holladay, 1996). Strategy and Company Responsibility Coombs (2015) defines two types of crisis; operational and Boycott participation is generally prompted by the belief that a reputational. A key difference between the two crises is the company has carried out some egregious act (Friedman, 1999; threat to public safety and/or stakeholder welfare which is Garrett, 1987), but perception of egregiousness varies across typically created by the former type. Operational crises create consumers (Klein et al., 2004). We propose that company’s an actual or potential disruption to organizational operations response to product harm crisis is one of the important factors due to product harm. Crisis due to product-harm is defined as that can influence perceived egregiousness of company’s act. “discrete, well publicized occurrences wherein products are Accordingly, our first hypothesis predicts that company’s found to be defective or dangerous” (Dawar and Pillutla, 2000). response to crisis, appropriate versus inappropriate, will influence For example in 2006 the Taco Bell chain had to deal with a crisis consumers’ perception of egregious act of company which in turn resulting from an Escherichia coli outbreak linked to its lettuce, will affect the willingness to boycott the company. We also posit (http://money.cnn.com/2006/12/13/news/tacobell_lettuce/index. that the level of perceived egregiousness will have a direct impact htm?postversion=2006121322). Another typical example is the on boycott (Klein et al., 2004). Therefore, China’s well known milk scandal in 2008 stemming from milk being spiked with melamine (http://www.usnews.com/news/ H1a: Consumers will find the firm’s actions to be more egregious world/articles/2008/10/09/the-story-behind-chinas-tainted-milk- when company response to crisis is not appropriate. scandal). In 2013 a wide-scale recall of products sold by dairy producer Fonterra was announced after suspected botulism- H1b: Consumers will be more willing to boycott the firm when causing bacteria were found during safety tests (https://www. company response to crisis is not appropriate. theguardian.com/world/2013/aug/08/new-zealand-government- fonterra-crisis). Companies may incur substantial
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