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This study explores the concept of character assassination in the field of corporate communication. We examine the perception of character traits and personal values of chief executive officers in Austria and Germany during corporate crises. Results suggest that character attacks mostly focus on a chief executive officer’s integrity, while a positive public perception of charisma seems to be related to a chief executive officer’s remaining in office. Furthermore, personal values were under more intense public scrutiny when the chief executive officer in question had to leave their office. Thus, the study suggests that character traits and values are antecedents which influence the outcomes of the process of character assassination. [ABSTRACT FROM AUTHOR]

This research analyzes the effectiveness of a CEO spokesperson’s affiliation to a social group during a crisis. Specifically, it addresses the question of whether a group affiliation with a large heterogeneous group, such as parents, can engender similarly positive effects in members of the same social category, compared with a smaller distinctive group, here an amateur sports community. An experimental study using a product harm crisis by a bicycle manufacturer as stimulus was conducted to answer the research question. The results reveal positive effects when the CEO signaled his/her affiliation with a social group that is distinctive and rather homogenous. In this case, corporate trustworthiness, purchase intentions, and abstaining from negative word-of-mouth are directly impacted by stakeholders’ identification with the CEO spokesperson, and indirectly through identification with the CEO and message credibility. However, when the CEO spokesperson communicated his/her affiliation with a large and heterogeneous group, in this case parents, the company did not benefit. The results yield implications for both crisis communication research and practice. [ABSTRACT FROM AUTHOR]

This research assesses the role of two types of nonfinancial information in investor relations: The personality of the Chief Executive Officer (CEO) and the personality of the corporate brand. As both personalities determine the identity of a company and the relationship with its stakeholders, we investigate their relevance and the effect of incongruence between these two personalities on financial analysts. Eleven semistructured interviews were conducted to answer the theoretically derived research questions. Empirical findings show that both personalities are relevant to analysts and that perceived incongruence between these personalities can cause adverse effects. Company size, stage of company development and strength of the corporate brand emerge as influencing factors. The findings point to the importance of integrated communication concerning a company’s relevant personalities when relating to stakeholders. [ABSTRACT FROM AUTHOR]