ScholarWorks@숙명여자대학교

초록

Objectives This study investigates the ongoing negative consumer perceptions and boycott movements that have persisted two years after the fatal workplace accident at the SPL Pyeongtaek plant, an SPC Group affiliate, in 2022. The research focuses on how time and the perceived sincerity of corporate apologies influence consumer perceptions and attitudes following a corporate crisis. While previous studies based on Situational Crisis Communication Theory (SCCT) have largely concentrated on strategic responses during a crisis, there has been limited exploration of how public perceptions linger and evolve afterward. Through a qualitative analysis of the SPC case, this study aims to uncover the mechanisms by which crisis perceptions develop over time. Methods A qualitative case study was conducted using in-depth interviews with twenty-one consumers aged 20 to 50 who had previously purchased SPC products. The data collected were coded and categorized to highlight changes in attitudes before and after the crisis, evaluations of the company's apology statements, key factors deemed important during a crisis, and the reasons for the continued boycott movement. Results First, prior to the accident, consumers primarily chose SPC products for practical reasons such as accessibility, price, and personal preferences. However, following the incident, many opted to participate in a boycott. Participants viewed the event as indicative of systemic issues within SPC, including repeated workplace accidents, inadequate initial responses, and a growing expectation of corporate accountability, all of which severely tarnished the company's reputation. Second, the majority of participants (19 out of 21) perceived SPC's apology as a formal and insincere gesture. This perception stemmed from inconsistencies between the company's words and actions, insufficient follow-up measures, inadequate efforts to prevent future incidents, and a lack of consideration for the victim's family. The findings suggest that the lack of meaningful actions, rather than the wording of the apology statements, significantly shaped perceptions of sincerity. Third, respondents noted that during corporate crises, consumers tend to evaluate the company's future responses and its approach to boycott movements, anticipating declines in corporate trust and image. Fourth, participants explained that the SPC boycott has lasted longer than similar movements in the past due to changes in the social environment. Unlike earlier periods that featured a more closed social atmosphere and limited public expression, contemporary society emphasizes individual values and beliefs, heightened expectations of corporate ethics, and greater opportunities for open communication via online platforms. Conclusions This study empirically demonstrates that negative perceptions of corporations can be sustained or even intensified over time as consumers reassess the company following a crisis. The findings broaden the scope of SCCT by examining the persistence of negative attitudes and the social reproduction of crisis memories beyond the immediate crisis response phase. Practically, the study suggests that companies should go beyond short-term apology announcements and implement ongoing, transparent follow-up measures, victim-centered accountability, and online-based two-way communication systems. In an era of increasing value-driven consumption, corporate crisis management should be viewed not just as risk management but as a long-term strategy for rebuilding trust.

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