Although research in this area is limited, the state of the relationship between an organization and its key stakeholders has implications for consumer reactions to negative information. Stakeholder perceptions of OPR 52 influence their views of a specific incident or event that the organization experiences (HungBaesecke & Chen, 2013).
Studies have shown that when consumers encounter negative organizational information such as during crises, those with more favorable relationships with organizations have more positive reactions in terms of blame attribution, trust, and perceptions of crisis response strategies
Stakeholders with positive relationships with organizations involved in crises are more likely to overlook the negative information that has emerged, while those with unfavorable relationships with organizations are more likely to focus on this information, resulting in reputational damage
If these cannot be avoided, strong OPRs mitigate their adverse effects. Furthermore, in crisis communication research, Coombs (1998) supports this assertion, stating that an organization’s relationship history can “offset the reputational damage generated by [a] crisis” (p. 182). On the other hand, poor or mismanaged organization-public relationships exacerbates the fallout from negative publicity.
As discussed previously, the celebrity endorsement literature suggests a link between consumer evaluations of celebrity endorsers and their sponsoring organizations (Langmeyer & Shank, 1993; Agrawal & Kamakura, 1995). This study aims to determine whether OPR’s moderating function applies within the context of negative endorser publicity. Thus, it 53 contributes to public relations theory development by extending the OPR literature
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