Communication de crise: Le cas d'un appel au boycott

Sonia Capelli (), Legrand Pascal and William Sabadie ()
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Sonia Capelli: CRCGM - Centre de Recherche Clermontois en Gestion et Management - UdA - Université d'Auvergne - Clermont-Ferrand I - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand
Legrand Pascal: CRCGM - Centre de Recherche Clermontois en Gestion et Management - UdA - Université d'Auvergne - Clermont-Ferrand I - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand
William Sabadie: COACTIS - COnception de l'ACTIon en Situation - UL2 - Université Lumière - Lyon 2 - UJM - Université Jean Monnet - Saint-Étienne

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Abstract: This study deals with the process underlying the impact of three crisis communication strategies - silence, deny and apology - identified in the literature, on boycott intent and buying intent. The case investigated is a boycott request concerning the use of chemical products on meat sold bya supermarket. Results show that the three response strategies impact differently the model inputs (boycott success probability and perceivedappropriativeness of the firm answer). Moreover, silence is anunderperfomant strategy compared to deny and apology. Deny and apology score similarly on behaviors intent.

Keywords: crisis communication; message credibility; communication de crise; boycott; crédibilité du message (search for similar items in EconPapers)
Date: 2011-05-12
Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00620097
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Published in XXVIIème congrès international de l'AFM, May 2011, Bruxelles, Belgique. pp.1-23

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