The paper aims to propose a new conceptualisation of consumer anger directed against a company.
In this paper, an integrative review of the literature on anger in marketing has been conducted.
Anger at the firm is experienced in two forms: vengeful anger or problem-focused anger. The motivational goals associated with each differentiate between the two types and lead to different relational consequences: vengeful anger implies a desire to hurt the culprit, whereas problem-focused anger solely requires the attainment of a thwarted goal. The two types are associated with different patterns of appraisals, levels of intensity and emotion expression. These differences, documented in the literature, are not universal but shaped by contextual and personal variables. Although marketers conflate these two types of anger under the same label, only vengeful anger represents a threat to marketing relationships, whereas problem-focused anger has positive consequences if managed appropriately.
Studies that examine anger will benefit from a more nuanced understanding of this concept. This paper raises important implications for the measurement of this emotion, as existing scales are not able to measure the goals associated with the two types of anger.
The insights presented help managers form strategies to address consumer anger in contexts such as service failures and/or crisis communications.
The paper extends scholars’ understanding of consumer anger. It offers an improved conceptualisation of this emotion, opening new avenues for future research.
