Negative publicity has the potential to create negative corporate associations. However, consumers' identification with a company might moderate the extent of this effect. This article examines the impact of consumer-company identification on reactions to variable levels of negative publicity about a company. Exposing consumers who had strong identification with a company to moderately negative publicity was found to result in less negative corporate associations than for consumers who had relatively weak identification. In contrast, consumers'levels of identification did not affect reactions to extremely negative information, resulting in equally negative corporate associations for those with strong versus weak consumer-company identification. Thus, strong identification mitigates the effects of moderately negative publicity but does not attenuate the effects of extremely negative publicity. Consumers' perceptions of and thoughts regarding negative information about a company partially mediated the effect of identification on attitudes and behavioral intentions.

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Based on the findings of an empirical study among communication executives in 11 multinational companies we propose an increasingly integrated approach to corporate branding. Key aspects which support our claim are the growing importance of the financial community, the augmenting skills shortage driving competition for current and future employees, and the enhanced transparency of corporate activities being greatly supported by the particular characteristics of the Internet. In order to achieve greater integration and eventually a favourable reputation we propose an organisational model combining centralisation and team organisation which particularly aims to support integration across the various functions responsible for stakeholder relations.

This study examined the influence of majority opinion on attitudes in the absence of persuasive argumentation. Participants who were either high or low in accuracy motivation were presented with an opinion poll that conveyed consensus information and the sample size of the poll. According to the law of large numbers (LLN), large polls provide more reliable estimates of consensus than smaller polls. Results generally supported predictions. Less-motivated participants tended to be influenced by consensus regardless of poll size, whereas highly motivated participants based attitudes on this information only if the poll was reliably large. Thus, participants who were highly motivated seemed to appreciate the LLN when making their attitude judgments. Consistent with the heuristic-systematic model, process measures indicated that consensus influenced attitudes through both heuristic and biased systematic processing under high motivation, but it influenced attitudes only via heuristic processing when motivation was low.

The processes that mediate the effectiveness of 2‐sided advertising were studied. We predicted that (a) 2‐sided (vs. 1‐sided) advertisements increase perceived source credibility and that (b) the logical relation between the negative and positive product attributes mentioned in the 2‐sided ad (e.g., little space, implying a cozy atmosphere) facilitates favorable inferences about the positive attributes, especially when recipients have sufficient time to process the message content. Results supported these predictions. However, the effects of message type and processing time on attitudes were mediated by inferences about positive attributes but not by perceived source credibility. Implications of these findings for consumer judgment and decision making are discussed.

PurposeBased on social exchange theory, the study examines the influence of informational and relational internal communication on cognitive and affective responses and job engagement during organizational crises caused by the COVID-19 pandemic.Design/methodology/approachData were collected by means of an online survey among people working in organizations with a minimum of 10 employees (N = 1,033) and analyzed using structural equation modeling.FindingsResults show that informational and relational communication as organizational resources have a significant but distinct influence on how employees support their employer during the crisis. While informational communication influences employees' acceptance of managerial decisions, relational communication exerts most influence on affective commitment, which is the strongest driver of job engagement.Research limitations/implicationsThe cross-sectional design, specific crisis situation and geographic location are limitations of the study.Practical implicationsDelivering relevant information to employees quickly and reliably is important. Yet, relationship-oriented communication that demonstrates appreciation and allows for participation has even stronger effects on job engagement, which is essential to mastering challenges arising from a crisis.Social implicationsDuring the COVID-19 pandemic, organizations demanded much from their employees. In exchange, organizations should provide the resources information, status and love (Foa and Foa, 1980) by means of internal crisis communication.Originality/valueThe study demonstrates the role of different types of internal communication during organizational crises used to convey organizational resources, and it highlights the mediating role of acceptance and commitment to enhance employees' engagement at work.

According to their statutes and published objectives, many foundations focus on the solution of social problems and on responding to unmet social needs. They aim at social value creation and serve as an ' antenna ' or ' sensor ' for societal needs and expectations. If the work of the foundation is coordinated with that of the founding corporation and knowledge is flowing between these organizational entities, corporations can profit from the foundation ' s activities and insights. However, since corporate foundations by their legal nature and very statutes are independent entities that are to exclusively pursue public-benefit purposes, this relationship is not free of potential conflicts of interest. Through expert interviews with representatives of fi ve major corporate foundations in Germany and their founding corporations, the practices of this cooperation were explored and implications for its improvement were discussed. Corporate Reputation Review (2006) 9, 144 -153.