Academic and industry research indicates the increasing consumer expectations of brands to take stances and actions on unsolved and, at times, polarising socio-political issues, referred to as “brand activism” (Moorman, 2020). However, given the divisive nature and polarising effect of brand activism, brand managers face a challenging dilemma in balancing the risks of mismanaging brand activism with the potential to enhance brand perception and cultivate brand love (Kotler and Sarkar, 2017). Consequently, the evolving consumer expectations and managerial uncertainties regarding brand activism necessitate theoretical advancements in understanding consumers’ perceptions of brand activism.
The aim of this thesis is to develop and empirically validate a construct that captures how consumers perceive brand activism, referred to as “brand activist attributes” (BAA). To achieve this aim, the thesis adopts a mixed-methods, sequential exploratory approach. The qualitative phase involves conducting 32 in-depth interviews to conceptualise the BAA construct and explore an initial conceptual model of BAA. This is followed by a quantitative phase, which draws on three studies (n = 325, 711, and 143, respectively) to develop and validate a 13-item BAA scale. Furthermore, the initial model is empirically tested with a nationally representative UK sample (n = 1,042). The findings validate the higher-order, three-dimensional, reflective structure of BAA, which is defined as a brand’s capacity to enact influence on the status quo of socio-political issues and empower consumers to engage with these issues in the marketplace. The results of the model testing reveal: 1) two BAA antecedents (issue-brand fit and brand values-driven motives); 2) a positive BAA effect on brand love under the full mediation of self-brand values congruence and the moderation of issue salience; and 3) the full mediation of brand love between self-brand values congruence and purchase intention.
Theoretically, the thesis responds to calls for research in “better marketing for a better world” (Chandy et al., 2021) by introducing BAA as a prospective branding strategy that benefits consumers, brands, and societies. It advances the understanding of consumer-brand relationships in politically polarised contexts, particularly in terms of how consumers perceive and respond to brand activism. Moreover, it provides empirical support for the prior proposition that commercial brands can assume an active role in democratic deliberations and societies. Managerially, the findings emphasise that BAA should be regarded as a long-term strategy for building brand love through values congruence rather than a one-off tactic pursued for immediate benefits. Additionally, the findings shed light on the selection of issues and market segments when strategising and implementing BAA. Lastly, the BAA scale assists policymakers from government authorities and NGOs in quantifying brand influence and identifying prospective partnerships to drive socio-political changes.
