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How public discourse functions to restore moral orders

Online impolite comments on corporate apologies

ORCiD logo with link | Guangdong University of Foreign Studies
 | Guangdong University of Foreign Studies
Published online: 26 May 2025
DOI logo with link
https://doi.org/10.1075/prag.24035.ran
Abstract
Previous research has extensively examined corporate apologies as webcare in public settings. However, it has paid less attention to apologies made directly to the public despite their potential to evoke responses that reflect social expectations. This study examines corporate public apology strategies and social media users’ follow-up comments, specifically focusing on impolite comments and their underlying rationale. The findings reveal that, despite employing various apology strategies in response to food safety incidents, corporations continue to receive criticism and impolite comments online. These comments frequently reference the moral value of 良心 liángxīn ‘conscience’, which serves as a moral ground for public criticism. Specifically, these comments highlight a set of moral expectations constituting liángxīn: being responsible, being honest, avoiding being profit-centric, and caring for customers. Such impolite comments function as a rite of moral aggression aimed at reaffirming and restoring moral orders. This study enriches our understanding of public responses to corporate apologies and underscores the role of online criticism in shaping societal norms.
Article outline
  • 1.Introduction
  • 2.Background
    • 2.1Corporate apologies
      • 2.1.1Corporate apology strategies
      • 2.1.2Responses to corporate apologies
    • 2.2Online impolite comments
  • 3.Data and methodology
    • 3.1Data collection
    • 3.2Data analysis
    • 3.3The concept of 良心 liángxīn ‘conscience’
  • 4.Results and analysis
    • 4.1Corporate apology strategies
    • 4.2Online impolite comments
      • 4.2.1Having liángxīn as being responsible
      • 4.2.2Having liángxīn as being honest
      • 4.2.3Having liángxīn as caring for customers
      • 4.2.4Having liángxīn as not being profit-centric
  • 5.Discussion
  • 6.Conclusion
  • Acknowledgements
  • Notes
  • References
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