Incorporating competition and comparisons into crisis communication: How competing organizations respond to industry crises |
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| Affiliation: | 1. Shenzhen University, School of Media and Communication, China;2. National University of Singapore, Department of Communications and New Media, Singapore;1. Shenzhen University, School of Media and Communication, China;2. National University of Singapore, Department of Communications and New Media, Singapore;1. Media and Communication Department, Faculty of Graduate Studies, Arab American University, Palestine;2. Dean of Faculty of Modern Media, Arab American University, Palestine;1. Tombras School of Advertising and Public Relations, College of Communication and Information, University of Tennessee, 1345 Circle Park Drive, 476 Communications Building, Knoxville, TN 37996, USA;2. Department of Communication, College of Behavioral, Social and Health Sciences, Clemson University, 305C Daniel Hall, Clemson, SC 29634, USA;1. Senior Lecturer, Department of Communication and Health Systems Management, Yezreel Valley College, Israel;2. Lecturer, School of Communication, and Fellow, Center for International Communication, Bar-Ilan University, Ramat-Gan 52900, Israel |
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| Abstract: | Crisis communication research typically focuses on how a single organization strategically responds to crises based on its own set of situational factors. However, it is common for multiple competing organizations to be involved in responding to the same crisis. By analyzing two industry crisis cases in China, this study provides insights into what we termed competitive crisis communication, which involves not only crisis response timing and strategies but also competition and comparisons among the different organizations involved in the same crisis. The analysis of organizational statements on social media reveals the extent of differences in crisis response strategies adopted by competing organizations. Findings from an analysis of online media coverage and public posts on social media further suggest that stakeholders’ comparisons of different organizations’ crisis responses can influence stakeholders’ emotions and reputational perceptions of the organizations. Finally, the competitive advantages for an organization to respond as the first mover or late mover in industry crisis communication are discussed. |
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| Keywords: | Competitive crisis communication Industry crisis Crisis response comparison Crisis response sequence First-mover and late-mover (dis)advantages Social media |
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