Fencing out the Jones’s: The Development of Response Strategies for Spillover Crises

Shari R. Veil (), Lindsay L. Dillingham () and Alyssa G. Sloan ()
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Shari R. Veil: University of Kentucky
Lindsay L. Dillingham: Lipscomb University
Alyssa G. Sloan: King University

Corporate Reputation Review, 2016, vol. 19, issue 4, No 3, 316-330

Abstract: Abstract This study bridges literature on reputational interdependence and crisis communication to identify a distinct exigency—a spillover crisis—which occurs when events in an external organization create concern, uncertainty, or perceptions of harm for another organization. Specifically, we examine the crisis response strategies used by the top three peanut butter brands during the 2009 Peanut Corporation of America (PCA) Salmonella contamination and resulting peanut product recall. While commercially sold peanut butter was not part of the recall, even the top brands in the industry experienced negative spillover effects from PCA’s crisis. This study demonstrates that the outcomes of a spillover crisis can be actively managed through a series of crisis response strategies and provides evidence that documented crisis recovery efforts can serve as an a priori solution and protect organizations from future reputation threats, including spillover crises.

Keywords: crisis communication; reputational interdependence; spillover effects; organizational legitimacy (search for similar items in EconPapers)
Date: 2016
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DOI: 10.1057/s41299-016-0010-3

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