Stormy weather: testing “stealing thunder” as a crisis communication strategy to improve communication flow between organizations and journalists

An experiment was conducted to examine the effectiveness of a highly proactive approach to crisis communication called “stealing thunder.” Reporters and journalism students were asked to read one of two fictitious crisis scenarios: one in which the organization’s public relations practitioner stole thunder (broke the news about the crisis) by contacting the journalist, and one in which the journalist learned about the crisis from another party. When the organization stole thunder, journalists rated the practitioner as more credible, but also indicated greater interest in the story. No differences were found across the two conditions in terms of perceptions of crisis severity or framing in reporters’ news leads. Implications for crisis communication and the ongoing journalist–practitioner relationship are discussed.     

Telling your own bad news: Eliot Spitzer and a test of the stealing thunder strategy

This study explored the concept of stealing thunder, or telling your own bad news. Unlike previous research which used surveys and experiments, this study examined actual news coverage following crises that involved individuals. One case study compared media coverage of two New York governors while the second case study compared media coverage of a high profile athlete and a late night talk show host. In each of the two studies, one of the individuals in crisis stole thunder from reporters by revealing negative information before the media did; while the other person in crisis engaged in silence and allowed the media to break the story. Results indicate there may be an association between stealing thunder and the amount of news coverage one receives. Both studies found that the source who stole thunder received considerably less news coverage than the source who did not. Additionally, results from both studies showed that stealing thunder was associated with more positively framed stories and headlines and fewer negative media frames.     

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.     

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.     

The Effects of Corrective Communication and Employee Backup on the Effectiveness of Fighting Crisis Misinformation

Crisis misinformation, including false information about a crisis or a crisis-stricken organization, has become a fundamental threat to organizational wellbeing. Effective crisis response geared toward fighting crisis misinformation demands a more systematic approach to corrective communication. Grounded in misinformation debunking theory, this study aims to advance misinformation research in public relations and organizational crisis communication. An online experiment using a U.S. adult sample (N = 817) was conducted to examine the effects of corrective communication strategy (simple rebuttal vs. factual elaboration) and employee backup (present vs. absent) on perceived message quality, organizational reputation, and perceived crisis responsibility. Results show: 1) the use of factual elaboration and the presence of employee backup were direct contributors to crisis response effectiveness; and 2) perceived message quality mediates the effect of corrective communication. This study provides insights into advancing crisis communication theory and offers evidence-based recommendations for practitioners to combat crisis misinformation more effectively.     

Institutional crisis assessment and mission-driven response in practice: One religious-affiliated university’s response to the Catholic priest sexual abuse and cover up crisis

An institutional crisis occurs when individuals and organizations fail to perform the routines and roles that produce the collective interests and social order of the institution. The institution of the Catholic Church continues to endure a crisis of priest sexual abuse and those in positions of leadership covering up these incidents. The crisis reached another eruption point in 2018 when a Pennsylvania grand jury produced a report that documented these crimes. Any organization within the institution could proactively decide that it must respond to maintain its credibility, while also helping repair the reputation of the institution. A response to an institutional crisis should be driven by an organization’s assessment of events as well as its mission, values, and sense of responsibility to its stakeholders. The response should also use the unique skill and resource capabilities of the organization. This case study focuses on the response of one religious-affiliated university that was prompted by the Pennsylvania grand jury report. The appeal of studying a religious-affiliated university is that it serves dual missions: that as part of the larger religious institution and that of a higher education institution. In response to this institutional crisis, the university has a focus on victims’ concerns from the religious mission perspective and is using its capabilities of amassing and disseminating knowledge from the higher education mission perspective.     

Crisis? What crisis?: How European professionals handle crises and crisis communication

A broad study in 43 European countries shows that 70% of communication professionals encounter at least one crisis a year, mostly institutional, related to the performance of the organization or a crisis in management or leadership. Organizational response and image restoration approaches are mainly based on information, sympathy and defense strategies. Traditional media relations and personal communication are the most important instruments used in crisis communication, while social media is used less often. The variation of crisis types, responses and instruments across European regions and types of organization indicate that economic and cultural aspects play a role in defining a crisis and communicating about it.     

Understanding a non-causality crisis response: Examining the Florida Panthers response to Hurricane Irma

Much of the crisis response literature focuses on an organization deemed to be responsible for the occurrence of the crisis. For a crisis without a singular organization causality, such as a natural disaster, any organization can proactively initiate actions to address the situation. This article contributes to the understanding of a non-causality crisis response by identifying the capabilities that an organization needs to effectively assist with the response. An organization must possess the requisite resources, have developed key stakeholder relationships, and be driven by its own values and sense of responsibility. A sports team is well-positioned to assist with a non-causality crisis response. A sports team creates a feeling of community identity, has a vast array of resources, and has many critical stakeholder relationships. This article examines the NHL’s Florida Panthers relief efforts in response to Hurricane Irma, a storm that created a complex community crisis with residents in need of essential supplies and assistance.     

Public expectations of crisis outcomes in the social media era in China: A communication-mediated psychological mechanism

This study theoretically and empirically identifies a new typology of Chinese publics’ normative expectations of crisis outcomes. It classifies the concept into three culturally relevant dimensions—public expectations of (a) organizational accommodative responses (i.e., how an in-crisis organization should respond), (b) punishment of the organization (i.e., how publics collectively should respond), and (c) government intervention (i.e., how government should respond) for desirable crisis outcomes. Using an online survey of the Beijing public, this study investigates the degree to which information seeking and online expression mediate relationships between crisis blame and the three types of expectations. The study finds that as the level of crisis blame increases, active information seekers expect more regarding organizational accommodation and government intervention, whereas active expressers expect stronger punishments of the organization and less government intervention in China.     

Communication and Attributions in a Crisis: An Experimental Study in Crisis Communication

This study provides a partial test of a symbolic approach to crisis management. The symbolic approach examines the strategies used to respond to crises. The study concentrated on the match between crisis type and crisis response strategy. An experimental design was used to explore how crisis type, organization performance history and crisis response were associated with the image of an organization. Additional analyses explored how causal attributions varied according to crisis type. For the cases tested, the results supported the use of the crisis response strategies recommended by the symbolic approach. The results of the experiment supported the basic assumptions of the approach. The implications and directions for future investigations using the symbolic model 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.     

Does Race Matter? Implicit and Explicit Measures of the Effect of the PR Spokesman's Race on Evaluations of Spokesman Source Credibility and Perceptions of a PR Crisis' Severity

One rationale offered for why there are fewer people of color in public relations is that publics would respond less positively if racial minorities represented the public face of an organization. To determine the plausibility of this rationale, this study employed a 2 (race: Black vs. White spokesman) × 2 (performance history: with prior crisis vs. no prior crisis) × 2 (crisis type: sports vs. product recall) within-subjects experiment (N = 64), using both implicit (reaction time) and explicit (self-report) measures. Contrary to expectations, participants rated Black spokesmen as significantly more credible than White spokesmen using explicit measures. Most significantly, implicit tests, using response time measures, revealed that heuristic cues, such as the spokesman's race, have an influence on perceptions in the absence of a performance history, i.e., when no other information must be cognitively processed. But in cases where there is a crisis history, i.e., when there is more pertinent information, racial cues play less of a role.     

The Importance of Source and Credibility Perception in Times of Crisis: Crisis Communication in a Socially Mediated Era

Social media are invaluable sources of information during organizational crises. Although recent research confirms this fundamental role in crisis communication, this article is aimed at deepening the understanding about the role of the source of information in this socially mediated era by comparing the organization and the employee as communicators. As social media lack traditional gatekeeping processes, dynamics of both source and content credibility are assessed. The findings, based on an experimental design, advocate that judgments of organizational reputation are not only dependent on the crisis-response strategy, but also depend on the source and perceptions of source and content credibility.     

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.     

Impacted publics’ perceptions of crisis communication decision making

This study focused on qualitative analysis utilizing the grounded theory approach to explore how impacted publics connected to an organization’s business interests perceive the complexities of crisis communication decision making. Referencing the Boeing 737 MAX 8 crashes in October 2018 and March 2019, respectively, the researcher conducted interviews with participants either affiliated with Boeing publics or affiliated with an organization within the same industry that could conceivably be connected in a similar hypothetical context. Coding resulted in the emergence of Publics’ Expectations, which are those expectations that an impacted public has in an organizational crisis situation where it is affected by the crisis communication of a central organization, as the core category. This was further subcategorized into Cognitive Empathy (impacted public empathizes or understands elements that introduce central organization reluctance to communicate), Crisis Communication (impacted public expectations of central organization communication), and Decision Making (impacted public expectations of complicated decision making), with corresponding components for each subcategory. Although the findings support many of the prevailing notions in Situational Crisis Communication Theory (SCCT) and other crisis communication theories, this study found that impacted publics might have higher levels of empathy for organizational realities than previously understood that reframes culpability as responsibility for the plight of your publics, not necessarily immediate outright responsibility for the crisis. This offers insights for a practical approach to crisis communication that is inclusive of publics, yet still fair to the organization that has to also represent its own interests.     

The ACORN story: An analysis of crisis response strategies in a nonprofit organization

In 2009, two political activists published hidden-camera recordings of their visits to the offices of a national, community-based, nonprofit organization. In the videos, the activists posed as a prostitute and a pimp in order to elicit damaging information from the organization's employees. This incident was just the latest in a series of disastrous situations for the Association of Community Organizations for Reform Now (ACORN). In the year prior to the video controversy, the organization addressed allegations of voter registration fraud in the 2008 presidential election and reacted to the expose of a hidden embezzlement by a family member of ACORN's founder. This study employs the Situational Crisis Communication Theory (SCCT) to analyze how ACORN responded to this series of damaging public relations attacks. The study investigated ACORN's crisis response strategies through an analysis of media coverage about the crises.     

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.     

Public's expectation about an organization's stance in crisis communication based on perceived leadership and perceived severity of threats

Considering the importance of general public support of an organization during a crisis, this study examined how perceived leadership style influences public expectation about an organization's stance in crisis and the relationship between perceived severity of threat and the expected stance of the organization based on leadership perception. The results of the study strongly supported main effects of leadership on public estimation about an organization's stance. Managerial implications were discussed.     

How publics respond to crisis communication strategies: The interplay of information form and source

Through an experiment with 162 college students this study empirically evaluates an emerging communication model: the social-mediated crisis communication model (SMCC). As part of a series of studies testing the SMCC model, this study focuses on two of the SMCC model's components: the effects of crisis information form (traditional media, social media, and word-of-mouth) and source (third party and organization) on publics’ acceptance of crisis response strategies and publics’ crisis emotions. The findings clearly indicate the importance of strategically matching crisis information form and source when organizations respond to crises. In addition, the selection of crisis information form and source affects publics’ attribution independent and dependent emotions.     

The Impact of Negative Endorser Information and their Facial Appearance on Advertising Effectiveness for Profit and Not-for-Profit Organizations

This study compared consumer reactions to positive and negative information about endorsers. We analysed the effects of positive versus negative publicity about a fictitious male or female endorser with either a cold or warm facial appearance in two conditions: an ad for a profit organization and an ad for a nonprofit organization. The results show that consumers’ attitude toward the ad and the brand/charity organization is negatively affected by negative information about the endorser. Moreover, the impact of negative information of the same endorser is significantly greater for ads of profit organizations than for ads of not-for-profit organizations, especially for endorsers with a warm facial appearance. These results suggest that the risk of negative endorser information is much higher for profit organizations than for not-for-profit organizations.