Believing in belonging: Rethinking organization–public relationships through the QAnon movement

Abstract

This study investigates the unique organization–public relationship associated with QAnon, a decentralized entity lacking formal leadership or a mission statement. It focuses on how the QAnon movement draws in and retains participants by responding to experiences of alienation and marginalization, offering a sense of community and belonging. Drawing on public relations theories, the analysis centers on the roles of source credibility, issue involvement, and relationship management in shaping the connection between QAnon and its adherents. Data from an online survey (N = 579) indicate significant differences between self-identified believers and non-believers in their perceptions of credibility, issue involvement, and belonging. The results highlight belonging as a key internal motivator in organization–public relationships, showing how the QAnon group leverages psychological vulnerabilities to cultivate sustained engagement. These findings support a shift toward a public-centered, values-based framework for assessing relationships—one that incorporates emotional constructs such as belonging to more fully capture the dynamics of public engagement.