The purpose of this study is to empirically examine the manner in which companies mitigate negative sentiment in social media and to map the forces that may lead to pre-emptive strategies.
Case studies were drawn from the retail fashion industry using data collected from semi-structured, in-depth interviews with practitioners and a netnographic examination of company artefacts and social media conversations.
The findings identify five principal domains of influence upon which the firms based their approach to social media negativity. The authors suggest that these domains can be fundamentally categorised as either relational domains built on human exchanges or transformational domains rooted in less tangible elements of corporate culture and operational practices that can have a significant impact upon a brand’s socially mediated exchanges.
The research provides guidance based on empirical observation of effective strategies utilised by firms, emphasising robust systems integration, a holistic management ethos, and leveraging of third-party alliances.
Bringing together disparate cross-disciplinary elements, the research contributes to knowledge by highlighting opportunities for the development of a proactive rather than reactive approach to online brand negativity and deepens the understanding of applied brand management techniques adopted to address negative social media encounters. The authors provide a series of contemporary and empirically grounded recommendations for practitioners that offer substantive insights.
