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dc.contributor.authorHe, Hongwei
dc.contributor.authorKim, Sumin
dc.contributor.authorGustafsson, Anders
dc.date.accessioned2022-10-25T12:57:11Z
dc.date.available2022-10-25T12:57:11Z
dc.date.created2021-04-06T10:08:08Z
dc.date.issued2021
dc.identifier.citationJournal of Business Research, Volume 131, July 2021, Pages 217-226en_US
dc.identifier.issn0148-2963
dc.identifier.urihttps://hdl.handle.net/11250/3028216
dc.description.abstractIn July 2020 more than 1,100 companies paused their paid advertising on Facebook to demand clear and unequivocal actions to stop its platform from being used to spread and amplify racism and hate. This Business-to-Business (B2B) boycott phenomenon is related to both corporate social irresponsibility (CSI) and corporate social responsibility (CSR), as Facebook and other social media platforms can be seen to be engaging in CSI, while the boycotting advertisers are engaging in CSR. Understanding how consumers respond to this hybrid form of B2B boycotting, involving both CSI and CSR elements, is critical for marketing and branding practice and theories. This research develops a preliminary framework on the factors influencing consumer responses to both the transgressing brand (i.e., Facebook) and the boycotting brands (i.e., the advertisers). We then discuss the implications for the literature on traditional CSI and CSR. Finally, future research directions are presented on this under-studied issue.en_US
dc.language.isoengen_US
dc.publisherElsevieren_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.subjectB2B Boycottingen_US
dc.subjectCorporate Social Irresponsibilityen_US
dc.subjectCorporate Social Responsibilityen_US
dc.titleWhat Can We Learn from #StopHateForProfit Boycott Regarding Corporate Social Irresponsibility and Corporate Social Responsibility?en_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.description.versionacceptedVersionen_US
dc.rights.holderElsevieren_US
dc.source.pagenumber217-226en_US
dc.source.volume131en_US
dc.source.journalJournal of Business Researchen_US
dc.source.issueJulyen_US
dc.identifier.doi10.1016/j.jbusres.2021.03.058
dc.identifier.cristin1902247
cristin.ispublishedfalse
cristin.fulltextpostprint
cristin.qualitycode2


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
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