Objective

The purpose of this study is to examine the effect of perceived brand betrayal on negative consumer behaviors among Generation Z students at the University of Yazd. In today’s highly competitive marketplace, consumers’ perceptions of brand loyalty and trust play a significant role in shaping their purchasing decisions. Perceived brand betrayal is defined as a negative emotional response arising from a discrepancy between consumers’ expectations and their actual experiences with a brand. This discrepancy may result from inconsistencies in product quality, customer service, or brand communications. Accordingly, the main objective of this research is to identify and analyze the behavioral consequences of perceived brand betrayal and to explore how it influences brand–consumer relationships. In this study, the key variables include perceived brand betrayal, brand hate, brand avoidance, and consumer protest. Perceived brand betrayal, as the independent variable, reflects consumers’ feelings of dissatisfaction and distrust toward a brand. Brand hate functions as a negative emotional reaction to perceived betrayal and may lead to brand avoidance and reduced consumer loyalty. Brand avoidance refers to consumers’ tendency to refrain from purchasing a specific brand’s products or services, while consumer protest serves as a means of expressing dissatisfaction and drawing the brand’s attention to existing problems. These variables interact with one another and collectively influence consumers’ purchasing behaviors and decision-making processes. Drawing on cognitive dissonance theory and appraisal theory, this study investigates the cognitive–emotional–behavioral dynamics of negative brand–consumer relationships within the context of the Iranian market. In doing so, it addresses existing research gaps in the literature on the management of negative brand emotions, particularly in developing countries.

Method

This research is applied in purpose and descriptive-correlational in method. The population comprised active Gen Z brand consumers at Yazd University. Sample size of 256 was determined using G*Power 3.1 through A priori power analysis for multiple regression-based SEM tests (α=0.05, power=0.98, medium effect size f²=0.05). Convenience sampling was employed, with online questionnaires distributed via Porsline platform during Azar and Dey 1404 (November-December 2025). Scales included: negative word-of-mouth (3 items; Gregory & Fisher, 2008), brand hate (6 items; Hegner et al., 2017), perceived betrayal (5 items; Gregory & Fisher, 2008), brand avoidance (5 items; Shin et al., 2016; Khan et al., 2019), consumer narcissism (11 items; Shoukat et al., 2020), and consumer complaining (7 items; Grappi et al., 2013), all based on a 5-point Likert scale. Data analysis utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS3 software. Content validity was confirmed by experts, construct validity assessed via AVE > 0.5 and discriminant validity, while reliability was verified through Cronbach's alpha and composite reliability both exceeding 0.7.

Findings

Among 256 participants, 80 individuals were male and 176 were female. PLS-SEM results indicated that perceived betrayal significantly increases brand hate. Brand hate serves as a complete mediator with positive effects on brand avoidance, consumer complaining, and negative word-of-mouth. Consumer narcissism demonstrated a heterogeneous moderating role: strengthening the hate-complaining relationship while weakening the hate-avoidance relationship, but showing no significant effect on the hate-negative WOM relationship.

Conclusion

Findings emphasize the critical need for early intervention in the betrayal-hate-destructive behavior cycle. Brand managers should establish digital monitoring systems for rapid detection of perceived betrayal and brand hate, and personalize relationship recovery strategies based on customer narcissism profiles. This research contributes to theoretical enrichment of negative brand relationship literature through an integrated model in the Iranian context and enhances generalizability to developing markets. Future research recommendations include examining long-term effects and generational comparisons.