Crisis management

About: Crisis management is a research topic. Over the lifetime, 8341 publications have been published within this topic receiving 117148 citations.

Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory

Abstract: Crisis managers benefit from understanding how crisis communication can be used to protect reputational assets during a crisis. Situational Crisis Communication Theory (SCCT) offers a framework for understanding this dynamic. SCCT provides a mechanism for anticipating how stakeholders will react to a crisis in terms of the reputational threat posed by the crisis. Moreover, SCCT projects how people will react to the crisis response strategies used to manage the crisis. From its empirical research emerges a set of evidence-based crisis communication guidelines. The development of SCCT is discussed along with the presentation of its guidelines for crisis communication.

Reframing Crisis Management

Abstract: The impact of organizational crises has never been stronger. Yet previous research on crisis management lacks adequate integration. In this article we attempt to integrate and build upon current knowledge to create a multidisciplinary approach to crisis management research, using psychological, social-political, and technological-structural research perspectives. We offer definitions of organizational crisis and crisis management, as well as a framework that depicts the crisis management process and researchable propositions for the integration of these perspectives. We also suggest implications for research and practice.

Ongoing Crisis Communication: Planning, Managing, and Responding

Abstract: 1. A Need for More Crisis Management Knowledge Crisis Management Defined Importance of Crisis Management Discussion Questions 2. Outline for an Ongoing Approach to Crisis Management Initial Crisis Management Framework Outline of the Three-Staged Approach Discussion Questions 3. Prevention: Finding Warning Signs Contributing Organizational Functions Sources to Be Scanned Information Collection Information Analysis/Knowledge Creation Crisis Sensing Mechanism Conclusion Discussion Questions 4. Taking Preventative Measures Basic Crisis Prevention Process Issues Management Risk Management Reputation Management Conclusion Discussion Questions 5. Crisis Preparation Part One Diagnosing Crisis Vulnerabilities Crisis Types Crisis Management Teams Special Considerations The Spokesperson Conclusion Discussion Questions 6. Crisis Preparation Part Two The Crisis Management Plan Preparation of the Crisis Communication System Conclusion Discussion Questions 7. Crisis Recognition Selling the Crisis Crises and Information Needs Conclusion Discussion Questions 8. Crisis Response Form and the Crisis Response Content and the Crisis Response Follow-up Communication Conclusion Discussion Questions 9. Post-Crisis Concerns Crisis Evaluation Institutional/Organizational Memory Post-Crisis Actions Conclusion Discussion Questions 10. Final Observations and Lessons Crisis Management is Ongoing Knowledge, Skills, and Traits Crisis Management Procedures New Communication Technologies Final Thoughts Discussion Questions

The reputational landscape

Abstract: Welcome to the inaugural double issue of the Corporate Reputation Review. At a time when disciplines are fragmenting into ever-more specialized domains, we are pleased to announce the creation of an integrative medium for research and practice about reputation management. Indeed, the primary purpose of the Review is to provide a forum for research-based discussions about corporate reputations. We expect these conversations to reflect the diversity of academic disciplines that are actively contributing to knowledge in this area, whether grounded in strategic management, organization theory, economics, marketing, communications, accounting, or finance. As such, the Review will assemble emerging scholarship about an area that is proving to be of considerable interest to scholars with widely divergent orientations. In this way, we hope to encourage a closer examination of corporate reputations and thereby stimulate the growth of knowledge about the complex socially constructed environments in which companies operate. We also intend the Corporate Reputation Review to address the proliferating demands by practitioners for answers to questions about how reputations affect competitive positioning, about how to examine and value corporate reputations, about how to build, maintain, and defend those reputations (Hall, 1992). Many professionals have a vested interest in developing answers to these questions, be they chief executive officers or strategic planners, brand managers or identity specialists, accountants or financiers, heads of public relations, community relations, investor relations, customer relations, or employee relations. In their everyday life, each is deeply involved in managing a company’s reputational assets. Yet all too few can identify and provide well-reasoned and defensible answers to questions about corporate reputation and reputational dynamics. A key purpose of the Corporate Reputation Review, then, is to help remedy that lack. Through conceptual articles, empirical research, case studies of best practice, and occasional book reviews, we hope to draw on the expertise of leading researchers and practitioners concerned with corporate identity and identification, the strategic management of stakeholders, corporate branding, the valuation of intangibles, communication, crisis management, and the socioeconomic analysis of competition.

Helping Crisis Managers Protect Reputational Assets: Initial Tests of the Situational Crisis Communication Theory.

Abstract: A situational crisis communication theory (SCCT), which articulates the variables, assumptions, and relationships that should be considered in selecting crisis response strategies to protect an organization’s reputation, is advanced. Although various studies taking a situational approach have touched on certain of the theory’s variables and relationships, this study represents the first attempt to articulate and begin to test a situational theory of crisis communication. SCCT is premised on matching the crisis response to the level of crisis responsibility attributed to a crisis. The study explores one of the basic assumptions of SCCT by assessing whether the predicted correlational relationship between crisis responsibility and organizational reputation occurs across a range of crisis types. Results support the theory’s predictions and suggest ways to refine the theory.