Understanding the cascade effect: the role of emotions in opportunistic product recall outcomes

Abstract

Purpose An increasing number of product recalls globally has compelled companies to rethink strategies for addressing the negative implications of recalls, especially those that influence customers’ relationships with brands. Anchored in affective events theory, this study examines customers’ emotional, attitudinal and behavioral responses to opportunistic product recalls, focusing on how anger, regret and brand hate mediate negative outcomes like protest behavior and revenge. Design/methodology/approach Data from 425 US car owners were analyzed using structural equation modeling and one-way analysis of variancee (ANOVA) to assess the roles of emotions and demographics in shaping post-recall responses. Findings Regret emerged as a stronger predictor than anger of negative behavioral responses. Serial mediation paths revealed that anger, regret and brand hate sequentially influence protest and revenge behaviors. Importantly, the results show that even low-intensity emotional responses, often overlooked by managers, can accumulate over time and provoke resistance behaviors. Additionally, occupation significantly affected protest behavior, with full-time employees being most likely to protest. Research limitations/implications Findings are specific to the automotive sector. Future studies should explore other industries. Practical implications Recall strategies should address occupation-specific concerns and mitigate customer regret. Managers must also recognize that seemingly mild emotional reactions, such as regret, are not trivial, and if left unaddressed, they can cause negative behavioral outcomes from customers. This highlights the need for proactive emotional management during recalls. Originality/value This study highlights the critical roles of regret and occupation in shaping consumer-brand relationships during events such as opportunistic product recalls.