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題名 品牌危機對不同品牌架構配置下的個別品牌觀感與信任之影響：揭露時機與回應方式的干擾效果
The impact of brand crisis on sub-brands evaluation under different brand architecture：the moderating roles of crisis timing strategy and crisis responding strategy作者 張雅涵
Chang, Ya-Han貢獻者 邱志聖
Chiou, Jyh-Shen
張雅涵
Chang, Ya-Han關鍵詞 其他子品牌
品牌架構
危機揭露時機
危機回應策略
Other sub-brands
Brand structure
Crisis timing strategy
Crisis responding strategy日期 2020 上傳時間 2-Mar-2021 14:17:51 (UTC+8) 摘要 在台灣市場中，多品牌集團的品牌危機事件層出不窮，事件發生後不僅發生危機之子品牌應思考如何因應，其他子品牌也有可能受到危機帶來的負面衝擊，惟在過去的文獻中多針對發生危機的品牌該如何處理進行探討，但本研究認為，若是其他子品牌能善用危機溝通策略，同樣可有效緩解危機擴散所帶來的影響，因此，本研究欲瞭解在不同品牌架構之下，當一子品牌發生品牌危機後，其他子品牌使用何種危機溝通策略最為恰當，以期帶給台灣多品牌危機管理實證研究經驗作為參考。首先，本研究對過去文獻進行探討，確認在緊密程度不同的品牌架構之下，危機擴散程度會有所差異，危機溝通策略又分為危機揭露時機與危機回應策略，就揭露時機而言，過往認為在事前揭露時機之下通常會有較正向的結果產生，但因企業很難掌控消息的流通，故事後揭露是實務中較常出現的情況，危機回應策略的部分，SCCT 架構將回應策略分為四大類，每一類有其適用的危機型態。接著本研究再以文獻探討的結果，推論出緊密程度不同的品牌架構之下，其他子品牌應有其適用的先後危機揭露時機及恢復聲譽力度強弱有別之危機回應策略，並設計了 2（品牌結構：背書品牌、品牌家族）× 2（危機揭露時機：事前主動、事後被動）× 2（危機回應策略：降低影響、糾正措施）的實驗情境，將受測者分為 8 組進行實驗。經分析後發現，事前主動揭露最能有效影響消費者對於其他子品牌之評價，提升消費者的正面觀感與信任，而重建型回應策略不只能提升其他子品牌的正面評價，更能對發生危機子品牌帶來正面影響。當一子品牌發生危機後，集團品牌架構較為緊密時，其他子品牌以主動方式揭露，無論搭配何種回應策略皆可有較正面品牌評價，但若不得已需被動揭露，提出具體補償與改善措施會是較好的做法；反觀集團品牌架構較為疏鬆時，其他子品牌若能採用主動揭露方式，搭配實際改善與補償方式能最有效防止危機擴散，但若被迫事後揭露，無論何種回應策略都不會對其他子品牌評價帶來正面效益。
There are lots of brand crises occurring in Taiwanese multi-brand corporations every year. After these incidents happen, not only does a brand of an enterprise experienced crises need to find out the way to solve the problems, but also other sub-brands under the same group will be negatively impacted by the crises. Currently, there are few literatures that shed light on the situation of other sub-brands under the same group. Most studies emphasize on how the brand happened crisis can deal with the problems. Thus, in order to provide instructions and practical experience for Taiwanese multi-brand corporations, this research is going to discover that under different brand structure, when the brand crisis occurs, how other sub-brands under the same group can choose the right crisis communication strategy that mitigate the negative impacts effectively and efficiently.After investigating past literatures, this study confirmed that due to compactness, the speed of the crisis spreading won’t be the same under different brand structure. Crisis communication strategy can be separated into crisis timing strategy and crisis responding strategy. In past studies, if the company conducted stealing thunder strategy, the outcome would tend to be positive. As for crisis responding strategy, there are four categories under SCCT structure, and every category is suitable for different types of crisis. Then, this study speculated that under different brand structure, there will be appropriate crisis timing strategy and crisis responding strategy for other sub-brands, and conducted experiment with 2（Endorsed Brands, House of Brands）× 2（Proactive, Passive）× 2（Reduce of Offensiveness, Corrective Action）factorial design.This study has found that proactive timing strategy is the most useful strategy for enhancing customer evaluation toward other sub-brands and rebuild responding strategy can not only increase positive evaluation for other sub-brands, but also have positive effects toward the brand encountered crisis. When the group structure is tighter, it is better to use proactive timing strategy. Otherwise, if the group structure is looser, using proactive timing strategy with rebuild responding strategy can resist crisis impact effectively.參考文獻 Archer, R. L., & Burleson, J. A. (1980). The effects of timing of self-disclosure on attraction and reciprocity. Journal of Personality and Social Psychology, 38(1), 120.Allen, M. W., & Caillouet, R. H. (1994). Legitimation endeavors: Impression management strategies used by an organization in crisis. Communications Monographs, 61(1), 44-62.Aaker, D. A., & Joachimsthaler, E. (2000). The Brand Relationship Spectrum: The Key to the Brand Architecture Challenge, California Management Review, 42(4), 8-23.Arpan, L. M., & Pompper, D. (2003). Stormy weather: Testing “stealing thunder” as a crisis communication strategy to improve communication flow between organizations and Journalists. Public Relations Review, 29(3), 291-308.Aaker, D. A. (2004). Leveraging the corporate brand. California management review, 46(3), 6-18.Arpan, L. M., & Roskos-Ewoldsen, D. R. (2005). Stealing thunder: Analysis of the effects of proactive disclosure of crisis information. Public Relations Review, 31(3), 425- 433.Barton, L. (1993). Crisis in organizations: Managing and communicating in the heat of chaos. Cincinnati, OH: South-Western Publishing Company.Benoit, W. L. (1995). Accounts, excuses, and apologies: A theory of image restoration strategies. Marcombo.Boyd, J. (2000). Actional legitimation: No crisis necessary. Journal of Public Relations Research, 12(4), 341-353.Berens, G., van Riel, C.B.V., & Bruggen, G.H.V. (2005). Corporate associations and consumer product responses: the moderating role of corporate brand dominance, Journal of Marketing, 69(3), 35-48.Brown, K. A., & White, C. L. (2010). Organization–public relationships and crisis response strategies: Impact on attribution of responsibility. Journal of Public Relations Research, 23(1), 75-92.Brexendorf, T. O., & Keller, K. L. (2017). Leveraging the corporate brand. European Journal of Marketing.Cronbach, L.J (1951). Coefficient alpha and the internal structure of tests, Psychometrika, 16, 297–334.Coombs, W. T. (1995). Choosing the right words: The development of guidelines for the selection of the “appropriate” crisis-response strategies. Management communication quarterly, 8(4), 447-476.Coombs, W. T., & Holladay, S. J. (1996). Communication and attributions in a crisis: An experimental study in crisis communication. Journal of public relations research, 8(4), 279-295.Coombs, W. T., & Holladay, S. J. (2001). An extended examination of the crisis situations: A fusion of the relational management and symbolic approaches. Journal of public relations research, 13(4), 321-340.Chaudhuri, A., & Holbrook, M. B. (2001). The chain of effects from brand trust and brand affect to brand performance: The role of brand loyalty. Journal of Marketing, 65(2), 81–93.Coombs, W. T., & Holladay, S. J. (2002). Helping crisis managers protect reputational assets: Initial tests of the situational crisis communication theory. Management Communication Quarterly, 16(2), 165-186.Coombs, W. T., & Holladay, S. J. (2005). An exploratory study of stakeholder emotions: Affect and crises. Research on emotion in organizations, 1(5), 263-280.Coombs, W. T. (2006). Crisis management: A communicative. Public relations theory II, 149.Coombs, W. T. (2007). Protecting organization reputations during a crisis: The development and application of situational crisis communication theory. Corporate reputation review, 10(3), 163-176.Coombs, W. T., & Holladay, S. J. (2009). Further explorations of post-crisis communication: Effects of media and response strategies on perceptions and intentions. Public Relations Review, 35(1), 1-6.Claeys, A. S., Cauberghe, V., & Vyncke, P. (2010). Restoring reputations in times of crisis: An experimental study of the Situational Crisis Communication Theory and the moderating effects of locus of control. Public Relations Review, 36(3), 256-262.Claeys, A. S., & Cauberghe, V. (2012). Crisis response and crisis timing strategies, two sides of the same coin. Public Relations Review, 38(1), 83-88.Claeys, A. S., Cauberghe, V., & Leysen, J. (2013). Implications of stealing thunder for the impact of expressing emotions in organizational crisis communication. Journal of Applied Communication Research, 41(3), 293-308.Claeys, A. S., & Cauberghe, V. (2014). What makes crisis response strategies work? The impact of crisis involvement and message framing. Journal of Business Research, 67(2), 182-189.Coombs, W. T. (2015). The value of communication during a crisis: Insights from strategic communication research. Business Horizons, 58(2), 141-148.Claeys, A. S., Cauberghe, V., & Pandelaere, M. (2016). Is old news no news? The impact of self-disclosure by organizations in crisis. Journal of Business Research, 69(10), 3963-3970.Douglas, S.P., Craig, C.S., & Nijssen, E.J. (2001). Integrating branding strategy across markets: building international brand architecture, Journal of International Marketing, 9(2), 23-38.Dolnik, L., Case, T. I., & Williams, K. D. (2003). Stealing thunder as a courtroom tactic revisited: Processes and boundaries. Law and Human Behavior, 27(3), 267-287.Dutta, S., & Pullig, C. (2011). Effectiveness of corporate responses to brand crises: The role of crisis type and response strategies. Journal of Business Research, 64(12), 1281-1287.Fitzpatrick, K. R., & Rubon, M. S. (1995). Public relations vs. legal strategies in organizational crisis decisions. Public Relations Review, 21(1), 21-34.Fearn-Banks, K. (1996). Crisis communication theory and ten businesses hit by news for making crises. Global business trends, 55-62.Fennis, B. M., & Stroebe, W. (2014). Softening the blow: Company self-disclosure of negative information lessens damaging effects on consumer judgment and decision making. Journal of business ethics, 120(1), 109-120.Hearit, K. M. (1994). Apologies and public relations crises at Chrysler, Toshiba, and Volvo. Public Relations Review, 20(2), 113-125.Herrero, A. G., & Pratt, C. B. (1996). An integrated symmetrical model for crisis-communications management. Journal of Public Relations Research, 8(2), 79-105.Huang, Y. H. (2006). Crisis situations, communication strategies, and media coverage: A multicase study revisiting the communicative response model. Communication research, 33(3), 180-205.Holladay, S. J. (2009). Crisis communication strategies in the media coverage of chemical accidents. Journal of Public Relations Research, 21, 208-217.Hegner, S. M., Beldad, A. D., & op Heghuis, S. K. (2014). How company responses and trusting relationships protect brand equity in times of crises. Journal of brand management, 21(5), 429-445.Hsu, L., Fournier, S., & Srinivasan, S. (2016). Brand architecture strategy and firm value: how leveraging, separating, and distancing the corporate brand affects risk and returns. Journal of the Academy of Marketing Science, 44(2), 261-280.Keller, K.L. (2014). Designing and implementing brand architecture strategies, Journal of Brand Management, 21(9), 702-715.L. Dolnick, K.D. Williams (2000). Revealing the Worst First: When Does Stealing Thunder Reduce the Impact of Damaging Evidence? (Unpublished manuscript), University of New South Wales.Lee, B. K. (2004). Audience-oriented approach to crisis communication: A study of Hong Kong consumers’ evaluation of an organizational crisis. Communication research, 31(5), 600-618.Lee, B. K. (2005). Hong Kong consumers` evaluation in an airline crash: A path model analysis. Journal of Public Relations Research, 17(4), 363-391.McDonald, L. M., Sparks, B., & Glendon, A. I. (2010). Stakeholder reactions to company crisis communication and causes. Public Relations Review, 36(3), 263-271.Nerb, J., & Spada, H. (1997). The role of controllability of the cause in cognitive and emotional evaluation of an environmental risk. K. Alef, J. Brandt, H. Fiedler, W. Hauthal, O. Hutzinger, D. Mackay, M. Matthies, K. Morgan, L. Newland, H. Robitaille, M. Schlummer, G. Sch ü ü ü ü rmann and K. Voigt (eds.), ECO-INFORMA ‘97: Information and Communication in Environmental and Health Issues, Eco-Informa Press, Bayreuth, 161-166.Pearson, C. M., & Clair, J. A. (1998). Reframing crisis management. Academy of management review, 23(1), 59-76.Roberts, P. W., & Dowling, G. R. (2002). Corporate reputation and sustained superior financial performance. Strategic management journal, 23(12), 1077-1093.Spence, A. M. (1974). Market signaling: Informational transfer in hiring and related screening processes (Vol. 143). Harvard Univ Pr.Sellnow, T. L., & Ulmer, R. R. (1995). Ambiguous argument as advocacy in organizational crisis communication. Argumentation and Advocacy, 31(3), 138-150.Schiffman, LG. & Kanuk, LL. (2004). Consumer behavior, New Jersey：Prentice Hall Inc.Seeger, M. W. (2006). Best practices in crisis communication: An expert panel process. Journal of Applied Communication Research, 34(3), 232-244.Spence, P. R., Westerman, D., Skalski, P. D., Seeger, M., Sellnow, T. L., & Ulmer, R. R. (2006). Gender and age effects on information-seeking after 9/11. Communication Research Reports, 23(3), 217-223.Strebinger, A. (2014). Rethinking brand architecture: a study on industry, company-and product-level drivers of branding strategy. European Journal of Marketing.Weiner, B., Graham, S., Peter, O., & Zmuidinas, M. (1991). Public confession and forgiveness. Journal of Personality, 59(2), 281-312.Williams, K. D., Bourgeois, M. J., & Croyle, R. T. (1993). The effects of stealing thunder in criminal and civil trials. Law and Human Behavior, 17(6), 597-609.William L.Benoit (1997). Image repair discourse and crisis communication, Public Relations Review, 23(2), 177-186.Waddington, A. J. (2011). Investigating the impact of brand reputation on brand architecture strategies: a study on a South African automotive company (Doctoral dissertation, Rhodes University).Yao, N. C., Wei, J., Zhu, W., & Bondar, A. (2019). The quicker, the better? The antecedents and consequences of response timing strategy in the aftermath of a corporate crisis. Baltic Journal of Management.邱志聖（2016）。行銷研究：實務與理論應用。台北市：智勝文化。 描述 碩士
國立政治大學
國際經營與貿易學系
108351002資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108351002 資料類型 thesis dc.contributor.advisor 邱志聖 zh_TW dc.contributor.advisor Chiou, Jyh-Shen en_US dc.contributor.author (Authors) 張雅涵 zh_TW dc.contributor.author (Authors) Chang, Ya-Han en_US dc.creator (作者) 張雅涵 zh_TW dc.creator (作者) Chang, Ya-Han en_US dc.date (日期) 2020 en_US dc.date.accessioned 2-Mar-2021 14:17:51 (UTC+8) - dc.date.available 2-Mar-2021 14:17:51 (UTC+8) - dc.date.issued (上傳時間) 2-Mar-2021 14:17:51 (UTC+8) - dc.identifier (Other Identifiers) G0108351002 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/134015 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 國際經營與貿易學系 zh_TW dc.description (描述) 108351002 zh_TW dc.description.abstract (摘要) 在台灣市場中，多品牌集團的品牌危機事件層出不窮，事件發生後不僅發生危機之子品牌應思考如何因應，其他子品牌也有可能受到危機帶來的負面衝擊，惟在過去的文獻中多針對發生危機的品牌該如何處理進行探討，但本研究認為，若是其他子品牌能善用危機溝通策略，同樣可有效緩解危機擴散所帶來的影響，因此，本研究欲瞭解在不同品牌架構之下，當一子品牌發生品牌危機後，其他子品牌使用何種危機溝通策略最為恰當，以期帶給台灣多品牌危機管理實證研究經驗作為參考。首先，本研究對過去文獻進行探討，確認在緊密程度不同的品牌架構之下，危機擴散程度會有所差異，危機溝通策略又分為危機揭露時機與危機回應策略，就揭露時機而言，過往認為在事前揭露時機之下通常會有較正向的結果產生，但因企業很難掌控消息的流通，故事後揭露是實務中較常出現的情況，危機回應策略的部分，SCCT 架構將回應策略分為四大類，每一類有其適用的危機型態。接著本研究再以文獻探討的結果，推論出緊密程度不同的品牌架構之下，其他子品牌應有其適用的先後危機揭露時機及恢復聲譽力度強弱有別之危機回應策略，並設計了 2（品牌結構：背書品牌、品牌家族）× 2（危機揭露時機：事前主動、事後被動）× 2（危機回應策略：降低影響、糾正措施）的實驗情境，將受測者分為 8 組進行實驗。經分析後發現，事前主動揭露最能有效影響消費者對於其他子品牌之評價，提升消費者的正面觀感與信任，而重建型回應策略不只能提升其他子品牌的正面評價，更能對發生危機子品牌帶來正面影響。當一子品牌發生危機後，集團品牌架構較為緊密時，其他子品牌以主動方式揭露，無論搭配何種回應策略皆可有較正面品牌評價，但若不得已需被動揭露，提出具體補償與改善措施會是較好的做法；反觀集團品牌架構較為疏鬆時，其他子品牌若能採用主動揭露方式，搭配實際改善與補償方式能最有效防止危機擴散，但若被迫事後揭露，無論何種回應策略都不會對其他子品牌評價帶來正面效益。 zh_TW dc.description.abstract (摘要) There are lots of brand crises occurring in Taiwanese multi-brand corporations every year. After these incidents happen, not only does a brand of an enterprise experienced crises need to find out the way to solve the problems, but also other sub-brands under the same group will be negatively impacted by the crises. Currently, there are few literatures that shed light on the situation of other sub-brands under the same group. Most studies emphasize on how the brand happened crisis can deal with the problems. Thus, in order to provide instructions and practical experience for Taiwanese multi-brand corporations, this research is going to discover that under different brand structure, when the brand crisis occurs, how other sub-brands under the same group can choose the right crisis communication strategy that mitigate the negative impacts effectively and efficiently.After investigating past literatures, this study confirmed that due to compactness, the speed of the crisis spreading won’t be the same under different brand structure. Crisis communication strategy can be separated into crisis timing strategy and crisis responding strategy. In past studies, if the company conducted stealing thunder strategy, the outcome would tend to be positive. As for crisis responding strategy, there are four categories under SCCT structure, and every category is suitable for different types of crisis. Then, this study speculated that under different brand structure, there will be appropriate crisis timing strategy and crisis responding strategy for other sub-brands, and conducted experiment with 2（Endorsed Brands, House of Brands）× 2（Proactive, Passive）× 2（Reduce of Offensiveness, Corrective Action）factorial design.This study has found that proactive timing strategy is the most useful strategy for enhancing customer evaluation toward other sub-brands and rebuild responding strategy can not only increase positive evaluation for other sub-brands, but also have positive effects toward the brand encountered crisis. When the group structure is tighter, it is better to use proactive timing strategy. Otherwise, if the group structure is looser, using proactive timing strategy with rebuild responding strategy can resist crisis impact effectively. en_US dc.description.tableofcontents 第一章 緒論 ……………………………………………………………………… 07第一節 研究動機 ……………………………………………………………… 07第二節 研究目的 ……………………………………………………………… 08第三節 研究程序 ……………………………………………………………… 09第二章 文獻探討 ………………………………………………………………… 11第一節 品牌架構 ……………………………………………………………… 11第二節 危機揭露時機 ………………………………………………………… 12第三節 危機回應策略 ………………………………………………………… 14第四節 研究推論 ……………………………………………………………… 16第五節 研究假設 ……………………………………………………………… 19第三章 研究設計 ………………………………………………………………… 20第一節 變數定義與衡量 ……………………………………………………… 20第二節 問卷設計與資料收集 ………………………………………………… 21第三節 研究信度與效度分析 ………………………………………………… 26第四章 研究結果 ………………………………………………………………… 28第一節 整體概念與分析架構 ………………………………………………… 28第二節 問卷結果分析 ………………………………………………………… 28第五章 結論與建議 ……………………………………………………………… 52第一節 研究結果 ……………………………………………………………… 52第二節 行銷意涵與建議 ……………………………………………………… 54第三節 研究限制與未來建議 ………………………………………………… 55第四節 研究貢獻 ……………………………………………………………… 56參考文獻 ………………………………………………………………………… 58附錄：實驗問卷 …………………………………………………………………… 65 zh_TW dc.format.extent 2629301 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108351002 en_US dc.subject (關鍵詞) 其他子品牌 zh_TW dc.subject (關鍵詞) 品牌架構 zh_TW dc.subject (關鍵詞) 危機揭露時機 zh_TW dc.subject (關鍵詞) 危機回應策略 zh_TW dc.subject (關鍵詞) Other sub-brands en_US dc.subject (關鍵詞) Brand structure en_US dc.subject (關鍵詞) Crisis timing strategy en_US dc.subject (關鍵詞) Crisis responding strategy en_US dc.title (題名) 品牌危機對不同品牌架構配置下的個別品牌觀感與信任之影響：揭露時機與回應方式的干擾效果 zh_TW dc.title (題名) The impact of brand crisis on sub-brands evaluation under different brand architecture：the moderating roles of crisis timing strategy and crisis responding strategy en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) Archer, R. 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