Crisis response and crisis timing strategies,two sides of the same coin

This study investigates the moderating impact of the timing of crisis disclosure on the effect of crisis response strategies on organizational post-crisis reputation. It proposes that self-disclosing a crisis allows organizations to avoid explicitly taking or rejecting responsibility by means of a crisis response strategy. A 2 (crisis timing strategy: ex-ante vs. ex-post) × 2 (crisis response strategy: response strategy vs. objective information only) between-subjects factorial design was conducted among 137 participants. The results show that organizations that do not steal thunder better use a reputation restoring crisis response strategy than just providing stakeholders objective information about what happened. In addition, the results demonstrate that if an organization steals thunder, it is not necessary to offer reputation restoring crisis response strategies such as an apology. These findings stress the importance of timing to disclose crisis information in addition to the content of crisis communication strategies.     

Effects of apologies and crisis responsibility on corporate and spokesperson reputation

This study is aimed at the effects of making apologies in a crisis situation and attributed crisis responsibility on corporate- and spokesperson reputation. In a 2 × 2 scenario experiment (spokesperson making apologies versus no apologies; and accidental versus preventable crisis), 84 respondents judged corporate and spokesperson reputation. We found that the crisis has more impact on corporate reputation than on the spokesperson's reputation. This indicates that the crisis is seen as a collective responsibility of the organization, rather than the personal responsibility of the spokesperson.     

Typology and dimensionality of litigation public relations strategies: The Hewlett-Packard board pretexting scandal case

This study examined the content of litigation public relations (LPR) strategies Hewlett-Packard used in its recent board pretexting scandal by analyzing the press releases and newspaper coverage. Seven types of LPR strategies were identified and mapped using multidimensional scaling (MDS) along two continuums representing Defense–Accommodation and Ambiguity–Specification message attributes. Threat type was found to influence the choice of LPR strategies, which in return, impacted on how the publics attributed the organizational responsibility in the crisis. The use of emotional message played an important role in the two new LPR strategies, Information Supply and Strategic Avoidance.     

Beyond attribution: Building new measures to explain the reputation threat posed by crisis

Situational Crisis Communication Theory (SCCT) suggests attributed responsibility is the key factor explaining the reputation threat posed by crisis situations. However, studies on SCCT have found using its prescribed responses has a small effect. This research uses image repair theory’s conception of crisis to suggest that offensiveness is another factor that should be measured in order to explain the reputation threat posed by crisis. Using the literature of moral foundations theory, interviews with 20 people with expertise in public relations, and 338 participants from mTurk in a 2 (attributed responsibility)?×?10 (crisis offensiveness) experiment, this research develops valid, reliable measures of attributed responsibility for crisis offensiveness, and mitigating virtuousness, that explain 73.7% of the reputation threat posed by crisis in the sample, as opposed to 24.8% explained by attributed responsibility alone in the same sample. Implications for public relations scholars and practitioners are discussed.     

Organization–Public Relationships and Crisis Response Strategies: Impact on Attribution of Responsibility

The study examines how relationships with an organization and crisis response strategy affect attribution of crisis responsibility. Participants were exposed to 1 of 4 different crisis response strategies, manipulated through news articles. The study measured perceptions of the organization–public relationship, and after exposure to 1 of the 4 news articles, attribution of crisis responsibility. People with a positive relationship with the organization were less likely to place blame for the crisis on the organization regardless of crisis response strategy. The study provides evidence that maintaining positive relationships with stakeholders may be more important that individual crisis strategies.     

The reputational benefits of instructing information: The first test of the revised model of reputation repair

Situational Crisis Communication Theory (SCCT) prescribes crisis response strategies for organizations facing crisis. A meta-analysis of SCCT suggests using the prescribed responses has, at most, a small effect on reputation, while a few studies have shown that the base crisis responses (instructing information and adjusting information) may have a larger effect on reputation. This experiment compares the effects of SCCT’s prescribed responses, instructing information, and adjusting information on reputation in an experiment with 989 participants recruited from mTurk. It finds that instructing information has a very large effect on reputation, while adjusting information has a small but significant effect on reputation. In this sample, SCCT’s prescribed response strategies have no significant effect on reputation. The experiment proposes the revised model of reputation repair (REMREP) as a tool for understanding how crisis influences reputation. The model incorporates virtuousness and offensiveness, which demonstrates the importance of organizational virtuousness in handling a crisis. Implications for theory and practitioners are discussed.     

Does one size fit all? The applicability of situational crisis communication theory in the Japanese context

This study investigates the suitability of the Situational Crisis Communication Theory (SCCT) for the Japanese context. The existence of considerable cultural differences between Japan and the United States in terms of responsibility attribution and account giving, which form the foundation of SCCT, suggest a potentially limited applicability of the framework in the Japanese context. In this study, the impact of crisis type and crisis response on corporate reputation was measured for 470 Japanese respondents participating in a 4 (crisis type: misdeed, accident, tampering, and workplace violence) ☓ 3 (crisis response: SCCT recommended response, culturally adjusted response, or no response) between-subjects experimental design. The results reveal that SCCT is only partially applicable to the Japanese context. Crisis responsibility as operationalized by SCCT fails to capture less causality-focused aspect of Japanese responsibility judgments. Implications of the findings for SCCT are discussed.     

Attributions of Responsibility in a Child Sexual Abuse (CSA) Vignette Among Respondents with CSA Histories: The Role of Abuse Similarity to a Hypothetical Victim

Previous research suggests that similarity to a victim may influence attributions of responsibility in hypothetical child sexual abuse scenarios. One aspect of similarity receiving mixed support in the literature is respondent child sexual abuse history. Using a sample of 1,345 college women, the present study examined child sexual abuse history, similarity to victim, and attributions of responsibility to a hypothetical victim, family member, and perpetrator in a child sexual abuse vignette. Results revealed no group differences in responsibility ratings among respondents with and without child sexual abuse histories. However, among the 133 respondents with child sexual abuse histories, results indicated that similarity to victim moderated the relationship between vignette characteristics, respondent history, and responsibility attributions. Results suggest that similarity to a victim may influence ratings in a self-preserving manner.     

Crisis Communication Strategies in the Media Coverage of Chemical Accidents

Two studies examine media reports of chemical accident crises to explore the extent to which crisis communication strategies are included. Study 1 found that although reputation repair strategies were rarely included, about 1/4 of the reports included some combination of information-giving strategies attributed to organizational spokespersons. First responders were quoted more frequently than organizational representatives. Study 2 examined follow-up stories associated with the initial reports and revealed that, although reputation repair and information giving strategies appeared more frequently than in Study 1, they were only used in 24% and 60% of the cases, respectively. Overall, organizational spokespersons were not featured prominently in the media reports.     

Hierarchical consistency of strategies in image repair theory: PR practitioners’ perceptions of effective and preferred crisis communication strategies

ABSTRACT

Drawing from image repair theory and situational crisis communication theory, this study advances crisis communication theory by analyzing nearly 800 public relations professionals’ perceptions of 15 image repair strategies. A national sample of US public relations professionals evaluated communication strategies for their effectiveness and preference for use in three crisis scenarios (accidents, product safety, and illegal activity). Compensation, corrective action, and mortification were the most highly ranked crisis response strategies, regardless of attribution of organizational responsibility or culpability, across 3 different types of accidental and preventable crises. This hierarchical consistency suggests that using communication strategies for maintaining and strengthening an organization’s relationships with its publics may be the best protection for sustaining and repairing positive reputation long-term.     

Restoring reputations in times of crisis: An experimental study of the Situational Crisis Communication Theory and the moderating effects of locus of control

This study attempts to provide empirical evidence for Coombs’ (2007) Situational Crisis Communication Theory (SCCT), which provides guidelines for matching crisis response strategies to crisis types to best restore organizational reputations in times of crisis. The impact of crisis type and crisis response strategies on perceptions of corporate reputation is measured for 316 consumers participating in a 3 (crisis type: victim crisis, accidental crisis, preventable crisis) × 3 (crisis response: deny strategy, diminish strategy, rebuild strategy) between-subjects experimental design. The results show that preventable crises have the most negative effects on organizational reputation and that the rebuild strategy leads to the most positive reputational restoration. Moreover, the more severe people judge a crisis to be, the more negative are their perceptions of the organization's reputation. The interaction effect between crisis type and crisis response strategies on corporate reputation is not significant. However, a person's locus of control has a moderating impact on the relationship between crisis response strategy and organizational reputation. Specifically, the results show that people with an external locus of control prefer the use of deny strategies more than people with an internal locus of control.     

Crisis communication in higher education: The use of “negotiation” as a strategy to manage crisis

This case study examined the crisis response strategies of Louisiana State University after its women's head basketball coach resigned amid charges of inappropriate conduct with former basketball players. This case study draws on relationship management and negotiation as the theoretical lens to examine the efforts of the University in managing relationships and restoring its image. Data for this study was collected through opened-ended questionnaires from students, faculty, and staff at the University. The findings from this study indicate that the good reputation of the University was responsible for the positive evaluation of the crisis management. In addition, results from this study suggest that “negotiation” can play an important role in managing a crisis when the conflicting parties are not willing to participate in a dialogue.     

Understanding publics’ perception and behaviors in crisis communication: Effects of crisis news framing and publics’ acquisition,selection, and transmission of information in crisis situations

This study aims to better understand publics’ perception and communicative behaviors in crisis communication. The extant research has overlooked how framing factors and different publics’ communicative behaviors directly influence crisis outcomes, including reputation and behavioral intentions. An online experiment with 1,113 participants was conducted to fill the gap. The findings demonstrated that preventable crisis news framing was a strong negative predictor for crisis outcomes. Another finding based on Communicative Action in Problem Solving (CAPS) in Situational Theory of Problem Solving (STOPS) revealed that information attending, forwarding, and seeking are positively associated with reputation and behavioral intentions.     

Does severity matter?: An investigation of crisis severity from defensive attribution theory perspective

Although the concept of crisis severity has existed in the crisis communication literature for two decades, it has not been theoretically tested and explained. Based on Defensive Attribution Theory (DAT), this study intends to specify the relationship between crisis severity and crisis responsibility as well as organizational reputation within the SCCT model. Through a 2 (crisis severity) × 3 (crisis type) between-subject factorial experiment (n?=?274), the study revealed that higher crisis severity causes worse reputation regardless of crisis type. For accidental crisis, higher crisis severity leads to higher intentionality, one dimension of crisis responsibility. The findings indicate that crisis severity still has value in SCCT and deserves further investigation.     

Reducing anger and blame: The role of the morality news frame and crisis response strategy

This study examined how crisis response strategies and news frame can be used to reduce people's anger and blame in an internal crisis. College students participated in the 2 (individual vs. organizational responsibility) × 2 (immorality vs. non-immorality frame) between-subject factorial design. Individual responsibility strategy and the immorality frame can make people angry and blame more the organization. Significant interaction effects between the news frame and the strategies on blame were found.     

Hybrid happening: Organizational reputations in corporate crises

Public relations professionals strive to develop mutually beneficial relationships among key publics that will result in favorable organizational reputations, but crises typically threaten those reputations. Much of public relations crisis research focuses on how to respond after a crisis, but drawing on Expectation Violation Theory (EVT), this research focuses on the expectations of stakeholders before a crisis and how they process information during a crisis. Drawing from reputation management research in marketing, it conceptualizes corporate reputations as encompassing associations related to corporate ability (CA) and corporate social responsibility (CSR). Reputation management research generally has investigated reputations as strong on either CA or CSR, but this research examines the effects of a “hybrid” reputation, which is strong in terms of both CA and CSR associations. The results of an experiment reveal that stakeholders’ responses during a crisis vary based on their expectations, how they perceive a hybrid reputation, and the crisis type. The study has theoretical implications regarding stakeholders’ information processing during a crisis, and it provides public relations professionals insights regarding how to cultivate and protect an organizational reputation.     

Crisis communication: The mediating role of cognitive and affective empathy in the relationship between crisis type and crisis response strategy on post-crisis reputation and forgiveness

This study seeks to contribute to the growing body of research in crisis communication by exploring how two types of empathy; cognitive empathy and affective empathy, affect organizational reputation and publics’ forgiveness for an organization that is in a crisis. An online three (crisis type: victim vs. accidental vs. preventable) × two (response strategy: rebuilding vs. denial) between-subjects experiment was conducted with 648 participants (N = 648) recruited through Amazon’s research tool MTurk. The results of the study reveal that crisis type affects both cognitive and affective empathy and people are more likely to feel empathetic toward an organization that uses rebuilding strategies than an organization that denies the existence of a crisis. Theoretical and practical implications of empathy on corporate reputation and forgiveness are discussed.     

Social media crisis communication: Enhancing a discourse of renewal through dialogic content

This qualitative study investigates through a case study how dialogic content, which is shared on social media, facilitates stakeholder support and builds relationships to advance a discourse of renewal. Prior research on crisis communication in social media thoroughly investigated crisis response theories relating to reputation management and image restoration. To date, however, a paucity of research has considered how content could facilitate stakeholder support and relationships in crisis communication.The findings show that when an organization commits to transparent, interactive dialogue during a social media crisis on a social media platform, stakeholders are pulled to authentic content because they are interested and actively seeking for relevant information. Dialogic content may also boost stakeholder support and encourage relationship building to help move the organization forward after the crisis with dialogic communication. The insights gained from this study create value for wider audiences in terms of how dialogic content can be used for social media crisis communication, to move beyond reputation and image repair to become meaningful to stakeholders.     

The Role of Emotional Response during an H1N1 Influenza Pandemic on a College Campus

This study investigates how both positive and negative emotions relate to stakeholders' attributions of crisis responsibility, relational trust, and willingness to engage in crisis-related information seeking from the organization. Structural equation modeling was used to analyze data obtained from a survey of 429 students in a university that experienced a large H1N1 influenza outbreak. Students felt several positive emotions more frequently than negative emotions during a flu pandemic. Crisis responsibility was associated with both negative and positive emotions, and these emotions were significant mediators between crisis responsibility and both relational trust and willingness to seek information from the organization in a crisis. Implications of these findings are discussed.     

The role of empathy in crisis communication: Providing a deeper understanding of how organizational crises and crisis communication affect reputation

This study advances our theoretical knowledge of how organizational crises and crisis communication affect reputation. Prior research solely emphasizes the importance of organizational crisis responsibility in this process. Three experiments show that stakeholders’ empathy toward the organization provides a second explanation. The first two experiments demonstrate that victim crises not only inflict less reputational damage than preventable crises because stakeholders consider the organization less responsible for the events, but also because they are more likely to empathize with the company. The third study shows that empathy can also explain the outcomes of crisis communication. An apology arouses empathy among stakeholders and subsequently increases reputation repair, unlike denial. The role of empathy in the crisis communication process has implications for both theory and practice.