Abstract
This 2×2 experimental study examines the influence of CSR fit and the length of CSR involvement on corporate reputation and CSR skepticism in a routine business setting and crisis responsibility in a victim crisis. The study demonstrates a significant interaction between the two variables on the construction of corporate reputation. The length of CSR involvement is also found to influence people’s attribution of crisis responsibility in a crisis. By comparing corporate reputation and CSR skepticism before and after a crisis, the study further articulates the destructive power of crises. Theoretical and practical implications are discussed.
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