A blame narrative approach to apologetic crisis management: The serial apologiae of United Airlines

Using the crisis faced by United Airlines in 2017 when the air carrier forcibly removed Dr. David Dao from a flight, this paper uses a blame narrative perspective to focus on the apologetic efforts of CEO Oscar Munoz in his multiple attempts to resolve the public relations crisis faced by the airline. In so doing, it shows that because Munoz and United initially resisted taking responsibly, the airline perpetuated the crisis by issuing multiple apologiae. This was due to the fact that its first narrative denied responsibility and shifted blame, and only when the airline proffered a narrative that took responsibility and apologized did it meet stakeholder expectations-and subsequently resolve the crisis. As such, this paper argues that future directions in apologia studies should focus less on message strategies and instead seek to uncover the broad narratives, blame and otherwise, that inhere in this form of discourse.     

Framing effect on the public's response to crisis: Human interest frame and crisis type influencing responsibility and blame

This study investigated the effects of a human interest frame and types of crisis in news coverage of a corporate crisis on people's responses to the crisis. To examine the effects, this study used 2 (human interest frame versus non-human interest frame) × 2 (an accident versus a transgression) mixed factorial design. The results indicate that the human interest frame influenced participants’ emotional response to the crisis and the emotional response influenced by the human interest frame was a significant predictor of blame and responsibility in a transgression crisis.     

Comparing apology to equivalent crisis response strategies: Clarifying apology's role and value in crisis communication

Crisis communication has begun to systematically examine how people perceive the crisis response strategies using experimental designs. This is an important step in the evolution of crisis communication research. One problem with this research has been the over promotion of apology as “the” response. Too often the value of an apology is established by comparing how people react to an apology and to other less victim-centered/accommodative responses. This “unfair” comparison results in apology appearing to be “the” best alternative. This study compares apology to more equivalent crisis response strategies to more fairly determine if apology is “the” best strategy. The results show that people react similarly to any victim-centered/accommodative strategy meaning apology is not “the” best strategy. The implications of the results for crisis managers are discussed.     

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.     

Dancing in the Dark: Ticketmaster's response to its Bruce Springsteen ticket crisis

Ticketmaster was presented with a crisis on February 2, 2009, when some fans trying to purchase tickets online to Bruce Springsteen concerts were redirected to Ticketmaster-owned secondary ticket distribution website, TicketsNow, and erroneously purchased tickets at a higher price than the original ticket price. The purpose of this research-in-brief is to compare Ticketmaster's response to the theories of crisis management presented in the public relations literature.     

Making nice may not matter: The interplay of crisis type,response type and crisis issue on perceived organizational responsibility

Experimental findings suggest limited effects for corporate social responsibility (CSR) to inoculate a company prior to a crisis. CSR may be viewed as accommodative window dressing that diminishes resources to assure corporate competence. When an accident occurs, emphasis in crisis communication on corporate ability (CA) may be more effective than CSR, especially when corporate culpability is low.     

The effect of product-harm crisis situations on firms’ spokesperson strategies: Evidence from China's emerging market economy

The purpose of this paper is to examine the influence product-harm crisis situations have on, a firm's spokesperson strategies in China's emerging market economy. Through the content analysis of, 127 product-harm crises, crisis type is found to be a predictor of spokesperson strategies. Compared, with Chinese brands, foreign brands are less likely to employ top-executive spokesperson strategies, during product-harm crises. Crisis severity was found to have no impact on the adoption of, spokesperson strategies.     

Underlying processes of SCCT: Mediating roles of preventability,blame, and trust

Despite the prevalence of the situational crisis communication theory (SCCT; Coombs, 2007) in crisis communication research, few SCCT-based studies have examined how different crisis types affect post-crisis reputation. This study, therefore, attempts to uncover the underlying processes of SCCT. Specifically, this study examined preventability, blame, and trust as potential mediators of crisis type and organizational post-crisis reputation. A between-subjects experimental study (crisis type: victim vs. accidental vs. preventable) was conducted with 329 college students. The results revealed that crisis type had no direct effects on reputation, but it did affect preventability, blame, and trust. More significantly, the results showed that crisis type indirectly affected reputation in two distinct ways: (1) via a sequence of preventability and blame and (2) via trust. The study includes a discussion of theoretical and practical implications.     

Early parenting and depression: The mediating role of anger control

Applying an attachment theoretical perspective, this study examined the relationship pattern between childhood parenting experience and adulthood depression and how it was mediated by anger control. The data were based on the National Comorbidity Study Replication (2001–2003), in which 1,579 participants met DSM-IV criteria for lifetime major depressive disorder (17%) and 2,242 participants (24.2%) reported that they perceived their anger to be out of control. The mediation hypothesis was tested with logistic regression models. Results showed that childhood parenting experience was significantly related to major depressive disorder and anger control. A significant indirect effect of anger control was detected through bootstrap analysis, supporting the partial mediation hypothesis. This study represents the first attempt to examine the mediating role of anger control in the relationship between early parenting and depressive disorder. The findings of this study suggest that early parenting experience may be an important factor for consideration in research aiming to understand the sequential relationship between anger control and depression.     

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.     

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.     

Issue and crisis management: Quicksand in the definitional landscape

The broad field of public relations is plagued by difficulties of definition, none more problematic than the definitional challenges facing issue management and crisis management. After considering the need for commonly understood language as a basis for meaningful discourse, the paper identifies the particular reasons for ongoing ambiguity in issue and crisis management and charts some distinct approaches which have developed within each discipline. It then analyzes how these evolutionary changes are creating further difficulties for defining the interplay between the two, and identifies a more integrated process approach focused on characterizing clusters of activities.     

The interplay between post-crisis response strategy and pre-crisis corporate associations in the context of CSR crises

How should a company respond to a crisis that is related to its social responsibility by capitalizing on consumers’ existing corporate associations? To answer this question, the present study focuses on two primary types of corporate associations, corporate ability (CA) associations and corporate social responsibility (CSR) associations, and proposes two different types of response strategies that are association-based: CA strategy and CSR strategy. Drawing on the framework of CA-CSR, Expectancy Violation Theory, and information processing literature, this study examines whether and how these crisis response strategies interact with consumers’ pre-crisis associations and collectively influence consumer reactions in times of CSR crises. Results of two experiments render support for the predicted interaction effect. Furthermore, the results show that crisis response diagnosticity and novelty, as perceived by consumers with varied pre-crisis associations, serve as the underlying process explanations that drive the observed interaction effect. Theoretical contributions and practical implications of these results to crisis communication are also discussed.     

Transdiagnostic mechanism of social phobia and depression: The role of anger dysregulation

ABSTRACT

Emotion dysregulation has been identified as a transdiagnostic mechanism underlying social phobia and depression; however, there is much to learn about how emotion dysregulation leads to these specific outcomes. Thus, this study examined the relationship pattern between anger dysregulation and depression and how it is mediated by social phobia. Anger dysregulation was examined specifically considering anger as a significant emotional feature of both social phobia and depression. The mediation hypothesis within this study was empirically established. The data was drawn from the Collaborative Psychiatric Epidemiology Surveys (2001–2003), in which 2,827 participants met DSM-IV criteria for lifetime major depressive disorder (14.3%), and 1,905 participants met criteria for DSM-IV lifetime social anxiety disorder (9.6%). Among participants, 4,250 (21.5%) reported that they perceived their anger as out of control and either broke items or hit (or tried to hit) others. The mediation hypothesis was tested with logistic regression models. Anger dysregulation was significantly related to social phobia and depression. A significant indirect effect of social phobia was detected through bootstrap analysis, supporting the partial mediation hypothesis. This study represents the first attempt to examine the mediating role of social phobia in the relationship between anger dysregulation and depression. The findings of this study suggest that anger dysregulation may be a transdiagnostic factor across social phobia and depression.     

Exploring crisis communication in the internal context of an organization: Examining moderated and mediated effects of employee-organization relationships on crisis outcomes

This study seeks to foster a greater understanding of effective crisis communication from the internal context of organizations. The present research conducted an online experimental study of 640 full-time employees in the United States. Results through OLS multiple regression and path analysis indicated 1) employee-organization relationships (EOR) and timing strategy of self-disclosure (stealing thunder) were positively associated with the positive internal reputation and employees’ supportive behavioral intentions, 2) the positive effects of EOR on the employees’ supportive behaviors appeared differently according to whether or not stealing-thunder was used, and 3) the effects of EOR and message strategy (accommodative response) on the positive internal reputation were varied when the negative emotions (anger and anxiety) intervened.     

Corporate apology and crisis communication: The effect of responsibility admittance and sympathetic expression on public's anger relief

An online experiment was constructed as a 2 × 2 factorial design of independent variables (active-passive responsibility admittance vs. high-low sympathetic expression) on public's anger relief with between-subjects comparison. An apology statement with active responsibility was more likely to relieve public anger than an apology statement with passive responsibility. There was no difference on public anger relief between a highly sympathetic apology statement and its counterpart. In the organization-public relationship, people may not show the same mercy to the organization as they do to other people.     

Individual difference in crisis response perception: How do legal experts and lay people perceive apology and compassion responses?

A growing number of studies have found no difference in the effects of apology, compassion, or sympathy on crisis outcomes. The present study examines whether people perceive apology and compassion in a similar way or whether there is an individual difference in the perception of crisis response that has not been explored. The results of this study revealed a significant difference in crisis response perception between legal experts and lay people. Law experts did see a difference between apology and compassion responses in judging apology, whereas lay people did not. This study finding suggests that individual difference be incorporated into testing the effect of different crisis responses on crisis outcomes.     

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.     

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.