This study aims to explain the determinants of the degree of abandonment of specific social networks by brands within their overall social network strategy using the Stimulus–Organism–Response theoretical framework.
A mixed-methods approach was applied. Firstly, a qualitative study was conducted through a focus group. This was followed by a quantitative study with survey questionnaires to collect data, which was analysed through structural equations using PLS-SEM software.
Findings indicate that critical events and an undefined social media strategy impact the perception of firm performance, while performance problems mediate the effect of critical events and an undefined social media strategy on opportunity costs. Results also reveal that when companies manage a large community of followers and perceive an increased need for resource rationalization, this leads to more radical forms of discontinuance. Conversely, when the number of followers is high and companies perceive opportunity costs associated with maintaining social media activity, they adopt less severe forms of abandonment, since it allows these audiences to be transferred to other networks.
This study contributes to the literature on organizational behaviour theories, technology discontinuance and social media strategy. The results allow companies to understand that unpredictable critical events can significantly impact abandonment decisions. In turn, having an undefined social media strategy also has an impact on the level of discontinuance, yet can be prevented, given its internal and controllable nature.
This study analyses a brand’s decision concerning whether or not to discontinue the use of specific social networks – a problem thus far only addressed from the perspective of individuals. Although the literature has identified factors that predict brand account abandonment, how companies approach the decision to abandon a social network represents a significant gap in marketing research.
