Table 1 Summary of key literature... | Emerald Publishing

Table 1

Summary of key literature

Construct/framework	Definition	Empirical/theoretical/conceptual	Context	Key findings	References
Online brand advocacy (OBA)	“OBA is a strong, influential, purposeful and non-incentivised, online representation of a brand and a brand’s best interest, by a brand-experienced customer (either past or current), which includes ‘standing up for’ and speaking on behalf of the brand. OBA is given as UGC that reflects specific and in-depth brand knowledge, defence, positivity and virtual positive expression in support of the brand. OBA is a multidimensional construct that may be simultaneously positively and negatively valenced” (Wilk et al., 2020, p. 417)	Empirical: multi-methods, scale development	Online	16-item, four-dimensional OBA scale was developed. OBA was found to be a multidimensional construct with four dimensions (i.e. brand defense, brand information sharing, brand positivity and virtual positive expression). Further, this study showed that OBA is conceptually different to consumer-brand engagement and eWOM	Wilk, V., Soutar, G., and Harrigan, P. (2020). Online Brand Advocacy (OBA): The development of a multiple item scale, Journal of Product and Brand Management, 29(4), 415–429
	Proactive consumers, prosumers, simultaneously co-construct meaning online by producing, consuming and co-creating brand-related content which is highly visible to their networks and which contains OBA (Wilk et al., 2023)	Empirical, qualitative	Online	Positivity via OBA was present in social media users’ narratives about supply chain shortages during COVID-19	Wilk, V., Roni, S.M. and Jie, F. (2023), “Social media users’ perspectives on the supply chain: positivity amongst negativity during COVID-19 panic buying in Australia”, International Journal of Agile Systems and Management, Vol. 16 No. 2, pp. 262–287, doi: 10.1504/ijasm
	Online brand advocates are powerful representatives of the brand who voice their views to stand up for the brand by supporting or defending against any negative claims about a brand during a crisis to other consumers, which can restore a positive effect for the brand in a time of need (Wilk et al., 2019). A prosumer typically gives OBA as they simultaneously produce and consume online content at and by doing so can advocate for brands online (Wilk et al., 2019, p. 96)	Empirical, qualitative	Online	Consumers give OBA by comparing and contrasting competing brands against the brand they favour	Wilk, V., Soutar, G. N., and Harrigan, P. (2019). Tackling social media data analysis: Comparing and contrasting QSR NVivo and Leximancer. Qualitative Market Research: An International Journal, 22(2), 94–113
Brand management	“Brand management is creating brand awareness and image, by creating an identity that reflects the ideal image of the brand” (Drewniak and Karaszewki, 2015, p. 744)	Empirical, quantitative	Offline	Brand image has a strong impact on brand-loyal behaviour such as OBA. Brand’s leadership position is maintained for some companies that have experienced brand popularity via OBA over time	Drewniak, R., and Karaszewski, R. (2016). Brand management in a situation of an economic crisis: methods of strengthening the brand value in the scope of emerging markets. Asia Pacific Journal of Marketing and Logistics, 28(4), 743–758
Online brand detraction (OBD)	OBD negativity occurs when users share their “undesirable brand experiences, insights, and opinions to their online networks through user-generated content others online” (Wilk et al., 2022a, b, p. 1) Four key dimensions of OBD include: brand negativity, brand attacks, negative brand knowledge and experience sharing and virtual visual cues (Wilk et al., 2022a, b)	Empirical, qualitative	Online opinion platforms and negative word of mouth on social media (Wilk et al., 2022a, b)	Both OBD and OBA are required for authentic social exchanges on Online Opinion Platforms (OOPs) Brand detractors are known to discourage others from a brand via proliferating negativity on social networks (Wilk et al., 2022a, b)	Wilk, V., Lambert, C., and Meek, S. (2022). Online brand detraction in an online opinion platform. International Journal of Hospitality Management, 107, 103345
Situational Crisis Communication Theory (SCCT)	SCCT explains how the type of crisis response strategy should be selected based upon the type of crisis, the severity of consequences, the performance history of the company and whom the stakeholder’s attribute the source of blame towards for the unexpected crisis (Coombs, 2004) Situational Crisis Communication Theory argues that persons’ knowledge of a “past crisis” helps crisis managers “adjust their communication to account for possible past crises which relevant publics ae aware” (Coombs, 2004, p. 227)	Empirical, quantitative	Offline	A link exists between crisis history and perceptions of crisis responsibility; whereas, there is a strong link between crisis history and organisational reputation in victim or accident (moderate threat) clusters	Coombs, W.T. (2004), “Impact of Past Crises on Current Crisis Communication”, Journal of Business Communication, Vol. 41 No. 3, pp. 265–289, doi: 10.1177/0021943604265607
	Situational Crisis Communication Theory provides an evidenced-based framework for understanding how to maximise the reputational protection afforded by post-crisis communication (Coombs, 2007, p. 163)	Conceptual	Offline	Crisis response strategies (i.e. a manager’s denial of the connection of the crisis to the organisation, minimising the accountability of the organisation to the crisis, and bolstering strategies to rebuild the organisation’s assets) should protect the reputation of the organisation when managers use a combination of shaping attributions of the crisis, changing perceptions of the organisation in crisis and reducing the negative affect generated by the crisis Organisations should consider consumer sentiment towards a brand during a crisis and how this influences their brand attachment. Negative consumer emotions can be hard for organisations to recover from	Coombs, W.T. (2007), “Protecting organization reputations during a crisis: the development and application of situational crisis communication theory”, Corporate Reputation Review, Vol. 10 No. 3, pp. 163–176, doi: 10.1057/palgrave.crr.1550049
The Social Media Users’ Crisis Response (SMUCR) Framework	Crisis communication is crucial to successfully protect and defend a brand in a time of need (Morgan and Wilk, 2021, p. 1)	Empirical, qualitative	Offline	Social media sentiment towards a brand crisis on a global scale shifted dramatically over a 12-month period with some time periods showing that consumers are more sensitive to sentiment than others, such as immediately after the crisis while another incident was taking place, which heightens the crisis making it difficult for the brand to recover Four stages of social media user’s crisis response were found: Stage 1 of the SMUCR is “Framing and Identity Development”, Stage 2: “Sense-making”, Stage 3: “Accountability”, Stage 4: “Vigilant Rebuilding”, giving rise to the original SMUCR Framework	Morgan, A. and Wilk, V. (2021), “Social media users’ crisis response: a lexical exploration of social media content in an international sport crisis”, Public Relations Review, Vol. 47 No. 4, p. 102057, doi: 10.1016/j.pubrev.2021.102057

Construct/framework	Definition	Empirical/theoretical/conceptual	Context	Key findings	References
Online brand advocacy (OBA)	“OBA is a strong, influential, purposeful and non-incentivised, online representation of a brand and a brand’s best interest, by a brand-experienced customer (either past or current), which includes ‘standing up for’ and speaking on behalf of the brand. OBA is given as UGC that reflects specific and in-depth brand knowledge, defence, positivity and virtual positive expression in support of the brand. OBA is a multidimensional construct that may be simultaneously positively and negatively valenced” (Wilk et al., 2020, p. 417)	Empirical: multi-methods, scale development	Online	16-item, four-dimensional OBA scale was developed. OBA was found to be a multidimensional construct with four dimensions (i.e. brand defense, brand information sharing, brand positivity and virtual positive expression). Further, this study showed that OBA is conceptually different to consumer-brand engagement and eWOM	Wilk, V., Soutar, G., and Harrigan, P. (2020). Online Brand Advocacy (OBA): The development of a multiple item scale, Journal of Product and Brand Management, 29(4), 415–429
	Proactive consumers, prosumers, simultaneously co-construct meaning online by producing, consuming and co-creating brand-related content which is highly visible to their networks and which contains OBA (Wilk et al., 2023)	Empirical, qualitative	Online	Positivity via OBA was present in social media users’ narratives about supply chain shortages during COVID-19	Wilk, V., Roni, S.M. and Jie, F. (2023), “Social media users’ perspectives on the supply chain: positivity amongst negativity during COVID-19 panic buying in Australia”, International Journal of Agile Systems and Management, Vol. 16 No. 2, pp. 262–287, doi: 10.1504/ijasm
	Online brand advocates are powerful representatives of the brand who voice their views to stand up for the brand by supporting or defending against any negative claims about a brand during a crisis to other consumers, which can restore a positive effect for the brand in a time of need (Wilk et al., 2019). A prosumer typically gives OBA as they simultaneously produce and consume online content at and by doing so can advocate for brands online (Wilk et al., 2019, p. 96)	Empirical, qualitative	Online	Consumers give OBA by comparing and contrasting competing brands against the brand they favour	Wilk, V., Soutar, G. N., and Harrigan, P. (2019). Tackling social media data analysis: Comparing and contrasting QSR NVivo and Leximancer. Qualitative Market Research: An International Journal, 22(2), 94–113
Brand management	“Brand management is creating brand awareness and image, by creating an identity that reflects the ideal image of the brand” (Drewniak and Karaszewki, 2015, p. 744)	Empirical, quantitative	Offline	Brand image has a strong impact on brand-loyal behaviour such as OBA. Brand’s leadership position is maintained for some companies that have experienced brand popularity via OBA over time	Drewniak, R., and Karaszewski, R. (2016). Brand management in a situation of an economic crisis: methods of strengthening the brand value in the scope of emerging markets. Asia Pacific Journal of Marketing and Logistics, 28(4), 743–758
Online brand detraction (OBD)	OBD negativity occurs when users share their “undesirable brand experiences, insights, and opinions to their online networks through user-generated content others online” (Wilk et al., 2022a, b, p. 1)Four key dimensions of OBD include: brand negativity, brand attacks, negative brand knowledge and experience sharing and virtual visual cues (Wilk et al., 2022a, b)	Empirical, qualitative	Online opinion platforms and negative word of mouth on social media (Wilk et al., 2022a, b)	Both OBD and OBA are required for authentic social exchanges on Online Opinion Platforms (OOPs)Brand detractors are known to discourage others from a brand via proliferating negativity on social networks (Wilk et al., 2022a, b)	Wilk, V., Lambert, C., and Meek, S. (2022). Online brand detraction in an online opinion platform. International Journal of Hospitality Management, 107, 103345
Situational Crisis Communication Theory (SCCT)	SCCT explains how the type of crisis response strategy should be selected based upon the type of crisis, the severity of consequences, the performance history of the company and whom the stakeholder’s attribute the source of blame towards for the unexpected crisis (Coombs, 2004)Situational Crisis Communication Theory argues that persons’ knowledge of a “past crisis” helps crisis managers “adjust their communication to account for possible past crises which relevant publics ae aware” (Coombs, 2004, p. 227)	Empirical, quantitative	Offline	A link exists between crisis history and perceptions of crisis responsibility; whereas, there is a strong link between crisis history and organisational reputation in victim or accident (moderate threat) clusters	Coombs, W.T. (2004), “Impact of Past Crises on Current Crisis Communication”, Journal of Business Communication, Vol. 41 No. 3, pp. 265–289, doi: 10.1177/0021943604265607
	Situational Crisis Communication Theory provides an evidenced-based framework for understanding how to maximise the reputational protection afforded by post-crisis communication (Coombs, 2007, p. 163)	Conceptual	Offline	Crisis response strategies (i.e. a manager’s denial of the connection of the crisis to the organisation, minimising the accountability of the organisation to the crisis, and bolstering strategies to rebuild the organisation’s assets) should protect the reputation of the organisation when managers use a combination of shaping attributions of the crisis, changing perceptions of the organisation in crisis and reducing the negative affect generated by the crisisOrganisations should consider consumer sentiment towards a brand during a crisis and how this influences their brand attachment. Negative consumer emotions can be hard for organisations to recover from	Coombs, W.T. (2007), “Protecting organization reputations during a crisis: the development and application of situational crisis communication theory”, Corporate Reputation Review, Vol. 10 No. 3, pp. 163–176, doi: 10.1057/palgrave.crr.1550049
The Social Media Users’ Crisis Response (SMUCR) Framework	Crisis communication is crucial to successfully protect and defend a brand in a time of need (Morgan and Wilk, 2021, p. 1)	Empirical, qualitative	Offline	Social media sentiment towards a brand crisis on a global scale shifted dramatically over a 12-month period with some time periods showing that consumers are more sensitive to sentiment than others, such as immediately after the crisis while another incident was taking place, which heightens the crisis making it difficult for the brand to recoverFour stages of social media user’s crisis response were found:Stage 1 of the SMUCR is “Framing and Identity Development”, Stage 2: “Sense-making”, Stage 3: “Accountability”, Stage 4: “Vigilant Rebuilding”, giving rise to the original SMUCR Framework	Morgan, A. and Wilk, V. (2021), “Social media users’ crisis response: a lexical exploration of social media content in an international sport crisis”, Public Relations Review, Vol. 47 No. 4, p. 102057, doi: 10.1016/j.pubrev.2021.102057

Source(s): Authors’ own creation