Denial outperforms apology in repairing organizational trust despite strong evidence of guilt
(2017) In Public Relations Review 43(4). p.645-660- Abstract
- Previous work in the areas of organizational trust repair and crisis communication has provided conflicting answers to the question of whether denial can be more effective than apology in repairing stakeholder trust in a company following an integrity-based violation. This article reports
the results of an experiment designed to (i) test the effects of these two strategies on individuals’ trust in a company accused of corruption, and (ii) determine whether and how evidence of the company’s guilt influences stakeholder reactions to its trust repair message. The results demonstrate that, when evidence against the company is weak, trust is restored more
successfully with a denial than an apology. Contrary to our hypothesis, denial was... (More) - Previous work in the areas of organizational trust repair and crisis communication has provided conflicting answers to the question of whether denial can be more effective than apology in repairing stakeholder trust in a company following an integrity-based violation. This article reports
the results of an experiment designed to (i) test the effects of these two strategies on individuals’ trust in a company accused of corruption, and (ii) determine whether and how evidence of the company’s guilt influences stakeholder reactions to its trust repair message. The results demonstrate that, when evidence against the company is weak, trust is restored more
successfully with a denial than an apology. Contrary to our hypothesis, denial was found to outperform apology in repairing perceptions of the company’s integrity and benevolence even in the face of strong evidence, and it was as effective as apology in restoring perceived ability and trusting intentions. These results provide empirical evidence for the ‘paradoxical effect’ that an
open and honest attitude can, in the short term, be more detrimental to organizations than a defensive strategy. More research on the factors that determine the credibility and persuasiveness of corporate denial is called for. (Less)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/d38d5383-c4ff-4abc-b948-09fed1806b0d
- author
- Fuoli, Matteo
LU
; van de Weijer, Joost
LU
and Paradis, Carita LU
- organization
- publishing date
- 2017
- type
- Contribution to journal
- publication status
- published
- subject
- keywords
- Organizational trust repair strategies
- in
- Public Relations Review
- volume
- 43
- issue
- 4
- pages
- 645 - 660
- publisher
- Elsevier
- external identifiers
-
- scopus:85027253435
- wos:000410462000001
- ISSN
- 0363-8111
- DOI
- 10.1016/j.pubrev.2017.07.007
- language
- English
- LU publication?
- yes
- id
- d38d5383-c4ff-4abc-b948-09fed1806b0d
- alternative location
- http://www.sciencedirect.com/science/article/pii/S0363811117300243
- date added to LUP
- 2017-08-14 12:10:03
- date last changed
- 2023-11-17 02:45:11
@article{d38d5383-c4ff-4abc-b948-09fed1806b0d, abstract = {{Previous work in the areas of organizational trust repair and crisis communication has provided conflicting answers to the question of whether denial can be more effective than apology in repairing stakeholder trust in a company following an integrity-based violation. This article reports<br/>the results of an experiment designed to (i) test the effects of these two strategies on individuals’ trust in a company accused of corruption, and (ii) determine whether and how evidence of the company’s guilt influences stakeholder reactions to its trust repair message. The results demonstrate that, when evidence against the company is weak, trust is restored more<br/>successfully with a denial than an apology. Contrary to our hypothesis, denial was found to outperform apology in repairing perceptions of the company’s integrity and benevolence even in the face of strong evidence, and it was as effective as apology in restoring perceived ability and trusting intentions. These results provide empirical evidence for the ‘paradoxical effect’ that an<br/>open and honest attitude can, in the short term, be more detrimental to organizations than a defensive strategy. More research on the factors that determine the credibility and persuasiveness of corporate denial is called for.}}, author = {{Fuoli, Matteo and van de Weijer, Joost and Paradis, Carita}}, issn = {{0363-8111}}, keywords = {{Organizational trust repair strategies}}, language = {{eng}}, number = {{4}}, pages = {{645--660}}, publisher = {{Elsevier}}, series = {{Public Relations Review}}, title = {{Denial outperforms apology in repairing organizational trust despite strong evidence of guilt}}, url = {{http://dx.doi.org/10.1016/j.pubrev.2017.07.007}}, doi = {{10.1016/j.pubrev.2017.07.007}}, volume = {{43}}, year = {{2017}}, }