Jonathan Bundy

TL;DR: This article propose an integrative framework of crisis and crisis management that draws from research in strategy, organizational theory, and organizational behavior as well as from research on public relations and corporate communication.

TL;DR: In this article, a new perspective for understanding firm responsiveness to stakeholder concerns is proposed, where a strategic cognition view of issue salience is proposed to explain how a firm's cognitive structures of organizational identity and strategic frames use different core logics to influence managerial interpretation of an issue as salient.

TL;DR: Deephouse and Suchman as discussed by the authors reviewed 1299 publications and conference papers that had the string "legitim" in the title, abstract, or keywords of a paper and identified six central questions around which this chapter is arranged: What is organizational legitimacy? Why does legitimacy matter? Who confers legitimacy, and how? What criteria are used (for making legitimacy evaluations)? How does legitimacy change over time?

TL;DR: In this paper, the sociocognitive mechanisms that influence how an organization and its external evaluators perceive and respond to the onset of a crisis are discussed, and the role of social approval is highlighted as a critical outcome of crisis management.

TL;DR: This paper explored the potential hazards associated with high status that have increasingly been implicated in recent studies, and concluded that the benefits of high status are well documented, but the potential risks associated with it are not well documented.