Killing brands with kindness: Consumer-driven online value destruction

Abstract

Purpose: This paper investigates consumers’ cognitive, emotional and behavioural engagements in online value destruction, following negative experiences with brands. Prior research has examined value destruction as a customer-firm relationship, whereas this study looks at the phenomenon through the lens of consumer-to-consumer relationships. Shifting the focus from a service-dominant to a consumer-dominant paradigm reveals several new aspects of value destruction involving consumer care and wellbeing Design/Methodology/Approach: This research adopts a mixed-methods research design, triangulating qualitative and quantitative methods. Study 1 uses netnography to examine consumers’ online value-destroying behaviour and explores key themes in depth through 18 semi-structured interviews with consumers who have engaged in online value destruction. The results are derived through coding and thematic analysis. Study 2 is a confirmatory survey with 503 participants, which is analysed through structural equation modelling. Findings: The findings reveal consumers’ motivation to engage in value destruction, the different types of and responses to consumer-driven value destruction and, finally, the consequences of engaging in value destruction. Findings were synthesised into a conceptual model of online consumer-driven value destruction, comprising three main phases: drivers, engagement and outcomes. Originality/Value: This paper makes an empirical and theoretical contribution to value destruction literature by examining the phenomenon from a consumer-to-consumer perspective and conceptualising it within the consumer-dominant paradigm. Specifically, it offers insights into consumer engagement dimensions (cognitive, emotional and behavioural) before, during and after online value destruction engagement. A key contribution is proposing a positive kindness element within the online value destruction process that is built on consumer collegiality and concern for others’ wellbeing. Practical implications: This paper proposes managerial implications and recommendations for mitigating online value destruction. Using the insights offered on the nature of online value destruction, managers can anticipate problems and adopt pre-emptive, handling and damage-control strategies.