Abstract

This research investigates to what extent brand authenticity lessens the impact of a brand scandal on consumer responses to the brand involved in the scandal. A 2 × 2 experiment shows that consumers responded more favourably to a more (vs. less) authentic brand in the event of a scandal. The protective effects of higher levels of brand authenticity emerged for emotional and behavioural brand outcomes (i.e., greater affection and willingness to pay) and brand-related inferences (i.e., lower perceived responsibility for the scandal and hypocrisy). Nonetheless, even a more authentic brand was harmed by a brand scandal (vs. no scandal). This suggests that the protective effect of brand authenticity does not fully compensate for the negative consequences of brand scandals. These findings give rise to theoretical and managerial implications.