Based on behavioral psychology theory this conceptual paper analyzes specific versus non-specific corporate social responsibility (CSR) to deal with specific versus nonspecific latent corporate sustainability crises, with only rumors of allegedly problematic company behavior starting to emerge. The focus is on shaping immediate consumer reactions, in particular perceptions of risk and responsibility as well as expectations towards further crisis management, which are predominantly formed in the early crisis stages. Consumer involvement and perceived CSR credibility are considered as potential moderating variables. Based on the derived propositions and with reference to the CSR concept, various management implications are discussed. It has emerged that the management of specific sustainability crises must also prioritize specific CSR activities in order to reduce or avoid immediate negative consumer reactions.

ABSTRACT
 Introduction
 A taxonomy of corporate sustainability crises and CSR contents
 Development of research propositions
  Crises-related effects on stakeholder response
  Actor-related effects on stakeholder response
 Discussion and managerial implications
 Conclusion
 References

• Guido Grunwald(Osnabrück University of Applied Sciences/MKT, Germany)
• Jürgen Schwill(Brandenburg University of Applied Sciences, Germany)