共查询到10条相似文献，搜索用时 203 毫秒
1.
《Qualitative Research Reports in Communication》2013,14(1):59-68
This study evaluates the role of spokespersons and message control in complex organizations facing ambiguous crises. Specifically, the Centers for Disease Control and Prevention's (CDC) response to the anthrax crisis in 2001 is offered as a case study. A textual analysis of CDC telebriefings and corresponding print media coverage of the anthrax crisis reveals the use of multiple spokespersons and poor message control resulted in a seemingly fragmented CDC message and apparent loss of CDC credibility. The study concludes that limiting the number of spokespersons and appropriate use of strategic ambiguity may afford organizations an opportunity to make sense of the situation, avoid confusing and contradictory messages and protect organizational credibility. Recommendations include (1) limiting the number of spokespersons, which allows for greater message control while reducing contradictory and inconsistent messages, (2) maintaining an organizational willingness to revise publicly stated positions as more accurate information becomes available, and (3) actively using strategic ambiguity as a mechanism to protect organizational credibility. 相似文献
2.
This study illustrates the potential role of model and anti-model arguments in organizational crisis communication. Specifically, model and anti-model arguments are described as a strategy for moving the focus of a crisis from an organization to its industry. Model arguments enable organizations to establish their corrective action as industry standards that merit imitation. Conversely, organizations can set minimum standards for their industries with anti-model arguments. Phil Knight's May 12, 1998, speech announcing Nike's new initiatives in global manufacturing is analyzed as a case study. The essay concludes that model and anti-model arguments can suspend criticism of the organization, create the foundation for a return to industry prominence by the organization, and establish proposed new industry standards that are favorable to the organization. 相似文献
3.
This study examined an organization’s crisis communication strategy (i.e., crisis response strategy and technical translation strategy) on social media and the public’s cognitive and affective responses. Twenty crisis communication messages posted by Foster Farms regarding a salmonella outbreak and 349 public responses were analyzed. The results showed that a technical translation strategy generated more public acceptance of the message and more positive emotions than a crisis response strategy. A crisis response strategy generated more public rejections of the message and more negative emotions than a technical translation strategy. 相似文献
4.
Patric R. Spence Deborah D. Sellnow-Richmond Timothy L. Sellnow Kenneth A. Lachlan 《Journal of Applied Communication Research》2016,44(3):199-215
Exemplification, or the use of highly emotional and arousing messages to elicit responses based on impression formation, has been shown to influence perceptions of events, individuals, and organizations. News coverage concerning the use of lean finely textured beef (LFTB) is one such example, and anecdotal evidence suggests that this coverage may have had a negative impact on public perception of the manufacturers producing LFTB. The current study examined the use of social media (specifically video-sharing sites) as a means of combating the negative effects of exemplars concerning LFTB. Respondents reported their perceptions of threat severity, susceptibility, behavioral intentions to avoid LFTB, and perceptions of organizational trust and reputation associated with the manufacturer. The findings are consistent with exemplification theory and indicate that message ordering can influence exemplification effects. Results are discussed in terms of implications for public relations and risk communication. 相似文献
5.
Corporate Crisis Communication: Examining the Interplay of Reputation and Crisis Response Strategies
This experiment study used a 2 × 3 between-subjects design to assess two factors in crisis communication and reputation management—prior corporate reputation (good and bad) and crisis response strategies (apology, sympathy, and compensation)—on an organization facing high crisis responsibility. Results indicate that stakeholders prefer apology to compensation response strategies. Organizations with a prior good reputation have better postcrisis reviews that those with a prior bad reputation. Crisis managers facing crises that generate high attribution of crisis responsibility and anger are advised to rely on apology rather than compensation strategy. It would also be advantageous for an organization with prior good reputation to highlight its past achievements when responding to a crisis. 相似文献
6.
Crisis communication research establishes the importance of relationships between organizations and their publics. While theoretical treatments and case studies support this relationship, limited empirical investigations have examined how organizational responses to crisis influence public responses. This study sought to determine if grocery shoppers responded differently to organizations engaging in crisis communication practices and those that do not. Results indicate that respondents express stronger intention to continue purchasing from an organization and see the organization as concerned and respectful of the consumer when it engages in crisis communication practices. The discussion section addresses implications of these findings for future research and public relations practice. 相似文献
7.
This investigation employed two case studies of post-crisis discourse to describe an alternative to apologia as the primary rhetorical stance following organizational crisis. The authors identify three themes of this discourse; strong commitment to stakeholders, an immediate and unequivocal commitment to rebuild, and crisis as an opportunity for renewal. Conclusions are offered regarding the directionality of post-crisis discourse, crisis as a force for organizational renewal, the importance of emphasizing possibilities over issues of cause, blame, and culpability and the role of C.E.O. discourse in framing the meaning of crisis. Implications for enactment, for image restoration theory, and for improved crisis management are offered. 相似文献
8.
This study seeks to understand the effectiveness of an organization’s communication strategy in enhancing its crisis management capability in public management. The relationships between two types of communication strategies (bridging and buffering), crisis management capability in public management, relational improvement, reputational improvement, and conflict avoidance have been tested to suggest how an organization’s overall strategic orientation may help its ability to weather a crisis. A survey of communication managers was conducted in South Korea with 105 responses, representing 105 organizations. Results revealed that organizations which are predisposed toward adopting the bridging strategy as their main communication strategy also report better crisis management capability in public management, and as a result, experience positive relational and reputational outcomes. 相似文献
9.
《Journal of Applied Communication Research》2007,35(4):418-441
School districts are both big businesses and a form of local governance that is part of American democracy. When a crisis makes a district's democratic face relevant, the organization will experience a dilemma that does not occur in business-only organizations. This study examines the public meetings of a school board in the western United States as it confronted a multimillion dollar error. After reviewing the organizational crisis literature, background is provided on the district, the crisis, and the method—action-implicative discourse analysis. The district's crisis, the paper shows, was constructed through six discursive practices. Each is identified and illustrated. Because school boards are democratic bodies, they depend on having citizens willing to attend and speak out in public meetings, and they depend on a smaller set of citizens willing to run for and serve in these elected, unpaid school board positions. In crises, these two groups of citizens will have partially competing needs. As a result, local governance organizations will experience a dilemma regarding how to design their public participation. The paper concludes with suggestions for future research on organizational crisis and public meetings, and practical implications for citizens and elected officials. 相似文献
10.
Karen Tracy 《Journal of Applied Communication Research》2013,41(4):418-441
School districts are both big businesses and a form of local governance that is part of American democracy. When a crisis makes a district's democratic face relevant, the organization will experience a dilemma that does not occur in business-only organizations. This study examines the public meetings of a school board in the western United States as it confronted a multimillion dollar error. After reviewing the organizational crisis literature, background is provided on the district, the crisis, and the method—action-implicative discourse analysis. The district's crisis, the paper shows, was constructed through six discursive practices. Each is identified and illustrated. Because school boards are democratic bodies, they depend on having citizens willing to attend and speak out in public meetings, and they depend on a smaller set of citizens willing to run for and serve in these elected, unpaid school board positions. In crises, these two groups of citizens will have partially competing needs. As a result, local governance organizations will experience a dilemma regarding how to design their public participation. The paper concludes with suggestions for future research on organizational crisis and public meetings, and practical implications for citizens and elected officials. 相似文献