Abstract
This article examines different approaches adopted by firms that were innocent bystanders embroiled in the 2005-06 Muhammad Cartoons controversy in Middle Eastern markets. The publication in Danish newspaper Jyllands-Posten of cartoons depicting the prophet Muhammad had international ramifications far beyond anything anticipated. Consumer boycotts in Middle Eastern markets of everything associated with Denmark caused massive losses for Arla Foods, the Danish dairy company, which attempted an active public relations campaign aimed at distancing itself from the inciting episode. Boycotts also threatened companies of other countries, including New Zealand. In contrast to Arla, some New Zealand companies adopted a different strategy – hiding from the storm and quietly seeking support from gatekeepers. This article examines options and likely outcomes from attempting to intervene in such a volatile and uncontrollable crisis. Implications for managers and academics are discussed.
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