Firm-Specific Moderators in Recovery From Brand Scandals: Insight Into Consumer Markets and Capital Markets

Firm-Specific Moderators in Recovery From Brand Scandals: Insight Into Consumer Markets and Capital Markets

Betül Çal
ISBN13: 9781799845430|ISBN10: 1799845435|ISBN13 Softcover: 9781799852131|EISBN13: 9781799845447
DOI: 10.4018/978-1-7998-4543-0.ch007
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MLA

Çal, Betül. "Firm-Specific Moderators in Recovery From Brand Scandals: Insight Into Consumer Markets and Capital Markets." Strategies for Business Sustainability in a Collaborative Economy, edited by Ramona-Diana Leon, IGI Global, 2020, pp. 122-140. https://doi.org/10.4018/978-1-7998-4543-0.ch007

APA

Çal, B. (2020). Firm-Specific Moderators in Recovery From Brand Scandals: Insight Into Consumer Markets and Capital Markets. In R. Leon (Ed.), Strategies for Business Sustainability in a Collaborative Economy (pp. 122-140). IGI Global. https://doi.org/10.4018/978-1-7998-4543-0.ch007

Chicago

Çal, Betül. "Firm-Specific Moderators in Recovery From Brand Scandals: Insight Into Consumer Markets and Capital Markets." In Strategies for Business Sustainability in a Collaborative Economy, edited by Ramona-Diana Leon, 122-140. Hershey, PA: IGI Global, 2020. https://doi.org/10.4018/978-1-7998-4543-0.ch007

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Abstract

The aim of this chapter is to investigate the firm-related factors that moderate the effect size of corporate scandals that brands are faced with at times. The issue is analyzed from consumer market and capital market perspectives. An extensive literature review is presented to reveal the existing viewpoints and applications in this aspect. Among the firm-specific factors discussed are brand equity, firm size and industry, corporate reputation, social responsibility, CEO traits, source, and timing of disclosure. It is concluded that although brand scandals are hard to control, depending on various conditions related to both the firm and industry, their effect size can at least be managed with a proactive approach, which is handled at the strategic level.

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