Zusammenfassung
Die transparente und authentische Kommunikation von Corporate Social Responsibility (CSR)-Aktivitäten hilft Organisationen, eine positive Reputation aufzubauen. Diese soll Organisationen auch perspektivisch Vorteile bieten, indem sie im Krisenfall als Puffer fungiert und so das Risiko von Reputationsschäden reduziert. Während einige Untersuchungen solche Buffer-Effekte nachweisen, gibt es auch Studien, die keine derartigen Effekte finden. Teilweise zeigen Untersuchungen sogar das Gegenteil: Die Kommunikation von CSR-Aktivitäten geht nach hinten los. Im Rahmen solcher Backfire-Effekte werden Organisationen dann im Krisenfall aufgrund vorheriger CSR-Aktivitäten schlechter bewertet und die Reputation nimmt Schaden. Der vorliegende Aufsatz hinterfragt, wovon es abhängt, ob CSR-Aktivitäten nun Fluch oder Segen für Organisationen in Krisen sind. Dazu blickt er zunächst auf Krisen und CSR-Aktivitäten und erklärt anschließend mögliche Mechanismen, die Buffer- und Backfire-Effekte entstehen lassen und von welchen Bedingungen deren Auftreten abhängt.
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Koch, T., Viererbl, B., Beckert, J. (2024). CSR-Engagement und Organisationskrisen. Zur theoretischen Konzeptualisierung von Buffer- und Backfire-Effekten. In: Hoffjann, O., Seeber, L., von der Wense, I. (eds) Strategische Wahrheiten. Springer VS, Wiesbaden. https://doi.org/10.1007/978-3-658-43831-9_11
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