We Feel, We Understand: Examining the Moderating Effects of Publics' Empathy on Crisis Outcomes Across Crisis Types and Response Strategies

Abstract

This study examines how empathy, operationalized into affective and cognitive dimensions, influences stakeholders' perceptions during organisational crises. Also, the study explores the mediating role of account acceptance in the relationship between crisis response strategies and organisational outcomes. An online three (crisis type: victim vs. accidental vs. preventable) × two (crisis response strategy: apology vs. denial) between-subjects experimental design with 686 participants randomly assigned to different crises (victim, accidental, preventable) and response strategy (apology, denial) was conducted. The findings reveal that account acceptance mediates the relationship between crisis response strategies and key organisational outcomes such as reputation, forgiveness, and purchase intention. Moreover, affective and cognitive empathy serve as moderators, amplifying or diminishing the effectiveness of these strategies. This research provides both theoretical insights and practical guidance on leveraging empathy to enhance crisis communication.