Reconstructing stakeholder relationships using ‘corporate social responsibility’ as a response strategy to cases of corporate irresponsibility: The case of the 2010 BP spill in the Gulf of Mexico.

Purpose When organisations behave irresponsibly, a question remains: Can they use a messaging strategy based in the organisation’s commitment social responsibility to effectively respond to the crisis? The purpose of this chapter is to analyse stakeholder attitudes and their antecedents in such a case. Because of its scope, magnitude and use of a response strategy based on messages of social responsibility, the 2010 BP oil spill in the Gulf of Mexico serves as an excellent case for measuring the effectiveness of such a messaging strategy. Methodology/approach The present study drew from two data sources: a content analysis of interactions on BP’s Facebook page (N=1,515) as well as an image survey of BP (N=749). Findings BP’s messaging strategy had limited positive effects in terms of (1) being viewed as a ‘socially responsible’ organisation and (2) creating significant good will towards the company. However, these data also reveal that BP has effectively opened lines of communication between stakeholders and the company. Practical and social implications This study has two central implications. First, for both organisations and activists, personal investment and the relevance of issues are both critical in order to change stakeholder attitudes about organisations. Second, based on this research, we can begin to develop stakeholder profiles based on age, sex and political identity. Originality/value In the last couple of years, considerable attention has been paid to describing and analysing the response strategies that organisations deploy; however, scant attention has been paid to measuring stakeholder evaluations of those crisis response strategies