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While boycotts are increasingly relevant for management decision-making, there has been little research of an individual’s motivation to boycott. We present a study of an actual boycott in which we examined motivations for participation. Consistent with our hypotheses, moderators of the relationship between perceived egregiousness of the firm’s act and boycotting were four sets of variables, reflecting: the desire to promote change, the scope for self-enhancement, rationalizations that inhibit boycotting, and costs to the boycotter of participation.