Fashion bloggers' discourse on brands under corporate crisis: a netnographic research in Portugal

Abstract

Purpose

This paper focuses on the analysis of fashion blog activity regarding brands under corporate crisis situations and discusses how these opinion leaders may be agents of corporate crisis management.

Design/methodology/approach

The authors analyzed four influential Portuguese fashion blogs regarding eight fashion brands that had experienced a corporate crisis situation. In total, five of the selected brands were mentioned in 2.846 posts of blog content, whose discourse was deeply analyzed.

Findings

The absence of express reference to brand crisis suggests that fashion bloggers tend to ignore these crisis events or divert the readers' attention to the brands' more positive aspects. This result opens the discussion whether fashion bloggers downplay corporate crisis in brand equity or whether it expresses strategies of brand crisis communication through digital influencers.

Originality/value

Though social media may be a source of negative word-of-mouth, social media influencers have been considered important partners of corporate crisis communication in particularly challenging times. Many studies have focused on the role of social media influencers in crisis management, but there was a dearth of research on the specific case of blogs. This study contributes to the understanding of fashion bloggers as agents of brand communication, particularly regarding crisis management and their role on brand activation and positive electronic word-of-mouth, even under crisis situations. This contribution paves the way for future research on whether this is a spontaneous phenomenon or the reflection of possible partnerships between companies and fashion bloggers for the management of corporate crisis situations in the context of fashion brands.

Citation

Casais, B. and Gomes, L.R. (2022), "Fashion bloggers' discourse on brands under corporate crisis: a netnographic research in Portugal", Journal of Fashion Marketing and Management, Vol. 26 No. 3, pp. 420-435. https://doi.org/10.1108/JFMM-09-2020-0206