Examining the interplay of an organization's prior reputation,CEO's visibility,and immediate response to a crisis

In one of only a few crisis communication research studies taking a relational approach, examining the effects of a company's prior reputation in publics’ responses to a given crisis situation, Lyons and Cameron (2004) found that both reputation and response profoundly affected publics’ attitude and behavioral intentions toward an organization involved in a crisis situation, using hypothetical, fictitious organizations and crises. Using actual organizations and crises, our research team designed a 2 (reputation: good vs. bad) × 2 (crisis response: apologetic vs. defensive) × 2 (CEO visibility in immediate crisis response: visible vs. invisible) within-subjects experiment (N = 102) to examine the variances in stakeholders’ attitudes and behavioral intentions toward a company after being exposed to online video that delivered a corporate crisis response. Findings were counter-intuitive: a defensive response to a crisis is as acceptable to crisis stakeholders as an apologetic response if the CEO is visible (or audible) in the response and if the pre-crisis company-stakeholder reputation is positive. Good reputation, defensive crisis response and CEO visibility in immediate response to a crisis resulted in the best stakeholder attitudes and purchase intentions.     

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.     

Restoring trust through transparency: Examining the effects of transparency strategies on police crisis communication in Mainland China

Employing a 2 (accepting crisis accountability vs denying crisis accountability) x 2 (high vs low information substantiality) x 2 (high vs low participation) online experiment (N = 293), this study examines how different transparency strategies influence public anger and trust in a Chinese police crisis context, offering insights on government social media crisis communication. In general, transparency is crucial for Chinese local governments, especially police agencies, in managing crises on social media. Reporting organizational crisis accountability, delivering sufficient and evidence-based messages, and enabling public discussion on social media are three transparency strategies that can help minimize public anger and rebuild public trust. Results suggest the positive effects of delivering messages in crisis situations by using transparency. Furthermore, the study points out that police organizations in China should consider the possibility of information overload and unexpectedly low overall expectations for government transparency among Chinese publics.     

How organizations framed the 2009 H1N1 pandemic via social and traditional media: Implications for U.S. health communicators

Through a quantitative content analysis, this study reveals how 13 organizations differently framed the 2009 H1N1 flu pandemic crisis via their traditional (n = 211) and social media (n = 534) responses. When framing the crisis as a disaster, a health crisis, or a general health issue organizations relied more on traditional than social media. However, they tended to use social media as much as traditional media when framing the pandemic as a general crisis. In addition, organizations relied more on traditional media to address emotions than on social media. Together, the study's findings provide applied and theoretical insights for scholars and crisis managers.     

Crisis communications preparedness among U.S. organizations: Activities and assessments by public relations practitioners

A survey of U.S. public relations practitioners (n = 126) found that three-quarters of their employer organizations had a written crisis communications plan and that organizations, as a whole, were reasonably prepared to engage in crisis communications. Preparedness was measured based on the presence of a crisis plan as well as indices related to tactics, training, the maintenance of contact lists, and media monitoring. Preparedness was found to be positively correlated to organization size, the level of autonomy, and delegation of authority within the organization, and the process orientation of the organization, but not organization type nor involvement in international versus domestic-only operations. Practitioners from organizations with plans had lower assessments of their relationships with publics, but greater confidence in their ability to respond.     

Defining the characteristics of a lingering crisis: Lessons from the National Zoo

This article begins to define the characteristics of a new type of organizational crisis—a “lingering crisis.” A qualitative case study involving the National Zoo indicated that a lingering crisis may involve (1) multiple events occurring over an extended timeframe; (2) intense media scrutiny; (3) escalating involvement of external organizations, including watchdog/regulatory/oversight agencies; (4) incongruent organizational messages and stakeholder perceptions; (5) external/internal charges of organizational deception; (6) insufficient organizational responses to stakeholder concerns; (7) organizational failure to address leadership responsibility for crisis.     

The crisis communication preparedness of nonprofit organizations: The case of German interest groups

A national survey of German interest groups showed that these nonprofit organizations are substantially lacking crisis preparations. Less than one third use crisis plans, crisis management teams, or crisis scenarios. In terms of web-based crisis communication, nonprofit organizations primarily relied on traditional forms of online communication for crisis response. Organizational experience with crises, the general status of the public relations function, as well as the crisis communication expertise of practitioners were positively related to the degree of crisis preparedness of these interest groups.     

Further explorations of post-crisis communication: Effects of media and response strategies on perceptions and intentions

Crisis communication represents a rapidly growing body of research and is seeing an increased use of experimental methods. However, the experiments have relied exclusively on print stimuli resulting in little knowledge of channel effects on crisis communication. This study evaluates the effects of different response strategies and media channels on respondents exposed to a crisis. The study used a 2 (crisis response: sympathy and compassion) × 2 (media: print and video) design. We selected two similar response strategies that could differ in terms of the additional cues provided by video. Results revealed virtually no meaningful difference between the use of video versus print or sympathy versus compensation.     

The parallel power in organizations’ defense: Exploring faith-holders and their crisis communication

Publics can be active participants of discussions around organizational crises. Through digital media, they can provide information about a crisis, criticize crisis participants or defend the organization experiencing the crisis (Coombs & Holladay, 2014). Limited research exists on the active role of publics in defending the organization. A handful of studies have looked at crisis communication of active organization supporters, including faith-holders (Luoma-aho, 2015); however there is a limited amount of public relations scholarship about the nature of faith-holders, their communication under crisis circumstances, and whether they in fact attempt to help organizations in times of crisis. By using a combination of content analysis and rhetorical analysis, this paper examined the crisis communication strategies offered by the organization’s faith-holders in the comments to the crisis-related articles published on the websites of media outlets. Through a case study of Tesla Motors’ crisis, the paper determined that faith-holders are a powerful force in defending the organization during the crisis, using both traditional reputation repair strategies identified by Coombs (2015) as well as new strategies identified by the study. Faith-holders were not a monolithic group and differed in terms of what aspects of the organization they had faith. Their communication was not restricted by legal and ethical demands. The results provide insights into understanding of faith-holders’ communication during crises, and also highlight the need for reconsidering the situational crisis communication theory in respect to organizations' faith-holders.     

Communicating during crisis: Use of blogs as a relationship management tool

Using a post-test only experimental design with control group, this study investigated the impact of blogs on relationship management during a crisis. Participants (N = 109) were exposed to a personal blog (n = 45), organizational blog (n = 46), or control (n = 18). Results indicate blogs impact the perception of the level of crisis an organization experiences. Additionally, relationships created through blogs impact the perception of crisis. Use and credibility were also investigated.     

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.     

Scale development for measuring publics’ emotions in organizational crises

Although publics’ emotional responses have gained increasing importance in crisis communication research, reliable scales measuring crisis emotions specific to organizational crises are lacking. As the first study developing a multiple-item scale for measuring publics’ crisis emotions, this study examines the conceptualization and operationalization of attribution-independent crisis emotions versus attribution-dependent crisis emotions by employing two survey data sets (N = 490) for scale development and testing. Results indicate that three types of emotions are likely to be felt by publics when exposed to organizational crises: (1) attribution-independent (AI) crisis emotions; (2) external-attribution-dependent (EAD) crisis emotions; and (3) internal-attribution-dependent (IAD) crisis emotions. The scale's reliability, factorial structure, and validity are further assessed. The findings confirm that the underlying processes of publics’ emotions felt in crisis situations are different from those felt in non-crisis situations. Consequently, this scale provides a valid and reliable psychometric tool for researchers and crisis managers to measure publics’ different emotions that are relevant to a crisis situation, as a result of crisis attribution appraisal.     

Public relations activity in the new media in Israel 2012: Changing relationships

Technological developments bring with them perceptual changes that have forced public relations (PR) practitioners, who mediate between customers and consumers, to seek new ideas and directions. This research study examines the changes that have taken place in the work routines and tactics of PR practitioners in Israel, 2012 in light of the expanding use of the social media and the transition from traditional media usage to various combinations of traditional and new media activity. Changes in work routines and tactics were examined by means of quantitative content analysis, the internet visibility of 453 PR agencies in Israel and 23 interviews with PR personnel. The findings indicate the following: (1) the internet visibility of the PR agencies examined was low, and less than a quarter were active in the social platforms that were defined. (2) Differences were found between PR agencies active in the field of new media and those who implement traditional technologies regarding contact with clients, worker characteristics, means of conveying messages regarding clients, etc. (3) Specific tactics have been developed for implementing new media, such as responses over the net as part of crisis management and the use of a company blog to reinforce the client's brand. (4) The major reasons for not using the new media are fear of these innovations, established expertise in traditional media and a segment of customers that block attempts to implement new media. (5) The potential inherent in social media is not exploited by most Israeli PR agencies.     

How public relations agencies in Greece respond to digital trends

The present study investigates the extent to which PR agencies in Greece incorporate new media platforms in their clients' campaigns. Moreover, PR consultants’ views about the benefits associated with social media usage in PR are also assessed. Based on a sample of 81 PR agencies, results indicate that integration of digital media in the clients’ communication campaigns is widespread. Popular online tactics used by Greek PR agencies are related to social media platforms (e.g., Facebook), websites and viral campaigns. Moreover, executives of the Greek PR firms have acknowledged the new roles of digital media in practicing public relations for their clients, conducting research and managing effectively corporate reputation.     

Administrer un monde incertain : les nouvelles bureaucraties techniques. Le cas des agences sanitaires en France

The creation of health agencies in France has stimulated public interventions in the managing of risks and emergencies. Health agencies are not mere technical organizations set up in response to a particular health crisis. They are political forms stemming from deeper social and political changes in public administration, scientific expertise and medicine. Part of a threefold trend toward opening administrative, scientific and medical doors, they have emerged out of the transformation of the public administration under the impact of theories about: new public management, the transparency of scientific expertise, and the development of public health. These processes are paradoxical however. They tend to favor the growth of new technical bureaucracies, whence questions about the latter's political responsibility. While agencies were supposed to reduce bureaucracy, they have broadened its borders and reinforced its structures. They constitute an intermediary space, where appear tensions between them and their supervisors. This arangement does singularly transform the balance between administrative and political powers. — Special issue: New patterns of institutions.     

Using value modeling to evaluate social media messages: The case of Hurricane Irene

Emerging technologies, advances in social media, and new communication platforms have transformed how crisis communicators reach their audiences and partner agencies in a variety of situations. Not only do individuals and organizations communicate differently during a crisis, but they are also perceived very differently; social media platforms and messages add to the challenges involved in maintaining the overall reputation of brands and corporations. To better understand the new messaging system and its effects, the researchers analyzed social media crisis messages and messaging theory through various qualitative and quantitative value modeling techniques and generated a simple baseline model for what constitutes a “good” crisis message. Using data collected during Hurricane Irene, the researchers used this baseline model to rank effective and ineffective messages to determine whether the most followed/forwarded messages fit this model, and to identify a set of new best practices for crisis communicators and reputation management monitors using social media platforms.     

Breaking bad news with CONSOLE: Toward a framework integrating medical protocols with crisis communication

This paper develops the CONSOLE (Coherence, Orientation, Nuance, Support, Ongoing, Leadership, Emotions) framework to guide practitioners on how to break bad news effectively to stakeholders during crises. Arguably the first study integrating well-established medical protocols such as SPIKES (Baile et al., 2000) and COMFORT (Villagran et al., 2010) with crisis communication literature, the CONSOLE framework is applied on four aviation crises to examine the manner in which organizations communicate bad news on social media platforms, which are increasingly used to communicate with stakeholders (Siah, Bansal & Pang, 2010). Data was obtained during the height of the crises (Vasterman, 2005) from official Twitter and Facebook pages of Malaysia Airlines, AirAsia and Asiana Airlines. Findings showed that the airlines’ communication of bad news to stakeholders suffer from emotional deficit. Practitioners can use the CONSOLE framework to break bad news in a holistic and empathetic manner during crises.     

Tweeting about emergency: A semantic network analysis of government organizations’ social media messaging during Hurricane Harvey

While social media like Twitter have been increasingly adopted by public-sector organizations, it remains less explored as to how government and emergency management (EM) organizations use these platforms to communicate with the public in response to emerging natural disasters. Extending the Situational Crisis Communication Theory (SCCT) to the realm of social media, this study examines the emerging semantic networks from 67 government and EM organizations’ official tweets during Hurricane Harvey over a three-week period. It identifies how multiple crisis response strategies—including instructing information, adjusting information, and bolstering—are constituted of different issues, actions, and organizational actors before, during, and immediately after the disaster event. Results suggest that government agencies use the strategy of instructing information predominantly before and during the disaster, whereas adjusting information and bolstering strategies are utilized more during post-disaster recovery. The study offers theoretical and practical implications of using a semantic network approach to studying organizational crisis responses.     

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.