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When people experience threats to important aspects of their self-concept (e.g., power, intelligence, sociability), they often compensate by consuming products that symbolize success, mastery, or competence on the threatened self-domain (within-domain compensatory consumption). Our research examines whether such compensatory consumption is effective in repairing the self-concept. Across seven experiments, we show that whether compensatory consumption is effective depends on the extent to which the connection between the compensatory products and the threatened domains is made explicit. When the connections are made explicit (e.g., through product names and marketing slogans), self-repair is impeded, but when the connections are only implicit (product is inherently symbolic of self-threat domain), self-repair can be successful. We further show that these differential effects of product connection explicitness are mediated by rumination: explicit connections induce rumination about the self-threat, which undermines self-repair, whereas implicit connections cause no rumination, facilitating self-repair. Our research provides a reconciliation of conflicting findings on self-repair in previous research, and also shows that despite the differences in efficacy, consumers compensate regardless of whether product connections are implicit or explicit, which has implications for consumer well-being.

This article focuses on changes in leadership’s discourse about the “triple bottom line” in Ben & Jerry’s ice cream from its founding days through to its acquisition by and integration into Unilever. For this study, we analyzed CEO claims about “who we are” from their letters in annual reports (what we label projected identity). A sample of employees (both long-service and relative newcomers) were interviewed about their perceptions of Ben & Jerry’s over the 30 years covered. Findings reveal that successive CEOs stressed different “logics” about the business and what would make it successful over the years with the founders emphasizing a strong linkage between the economic, product, and social components of the company’s triple bottom line and their next three successors decoupling these components and pushing, each in different ways, for stronger financial returns. As a result, organization members were “whipsawed” between their CEOs’ different logics and identity claims. The CEO letters exhibit a progression over time from a more normative to utilitarian tone familiar in the organizational identity literature. The messaging shifts, however, when a fifth CEO takes charge and reintegrates the firm’s triple bottom line. Thus, the firm’s projected identity evolved in a U pattern starting with an integrated triple bottom line logic, shifting to a more linear logic where the economic mission dominates, and then reintegration where multiple bottom lines are embraced once again. Here, we explore both the strategic (external) and personal (internal) challenges informing the different CEOs’ messages over years, the whipsaw effect on staff, and the longer term evolution of projected identity in the company and reemergence of its integrated triple bottom line. This study contributes to the corporate social responsibility and organization identity literatures by documenting how CEOs (and their company) must struggle with maintaining an integrated triple bottom line in the context of commercial challenges and major changes involved in mergers and acquisitions. It also speaks to the practical matters of keeping normative traditions alive amid competing pressures for change.