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Snoussi, Thouraya. "Social Media for Crisis Communication Management." International Journal of Business and Management Research 8, no. 3 (September 30, 2020): 64–72. http://dx.doi.org/10.37391/ijbmr.080302.
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This paper analyzes trends related to the role of social media in crisis communication. The author posed a question about the attitudes of online media actors (communication, public relations and marketing experts) towards using social media as a strategic communication tool in times of crisis; Emphasis on two different crises: the 2016 Turkish political crisis and the global health pandemic (COVID-19) in 2020. Communications actors' perceptions and behaviors of social media in times of crisis were tracked through a mixed method (a content analysis of 40 online publications about the military coup attempt in Turkey, and 20 semi structured in-depth interviews about the usage of social media during the quarantine period). The results showed that social media is a lifeboat that is provided to organizations in times of crisis, as communication with customers becomes a vital factor in managing critical situations. Meanwhile, some participants expressed reservations about confidence in the use of social media in times of crisis, stressing that these networks are a double-edged sword. As the keyword for crisis management, a strategic communication plan should take place via social media to discuss customer inquiries with clients, answer their questions, and try to reduce their anxiety, according to the interviewee.
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Babatunde, Kamaldin Abdulsalam. "Public Relations and Social Media for Effective Crisis Communication Management." Jurnal Bina Praja 14, no. 3 (December 2022): 543–53. http://dx.doi.org/10.21787/jbp.14.2022.543-553.
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Crisis, natural or man-made, is inevitable in our life because of human social interactions. Crises are caused by ineffective communication yet are better solved with effective communication. Scholars have studied social media's role in crisis management as an information propagator and their cost effectiveness during a crisis. Social media can potentially influence multiple public strata during and after the crisis. Social media serves as tools for relationship management which is a crucial part of crisis management; equally, public relations also serve the same. This paper explores how effective crisis communication management can be achieved via Social Networking Systems (SNS). Drawing from the existing literature as the method used, this paper reviews articles and studies on public relations strategy and effective crisis management. It expounds on examples of how relationships can be well-managed through social media in crises. This paper has increased our knowledge of crisis management by understanding how crises are managed. Findings are that crisis communication was managed from four conceptual lenses scholars have investigated; that crises can be prevented- partially if not completely- with a proper crisis communication plan; that having a crisis communication plan may not suffice except is handled by professional relationship managers who know how to communicate and understand the use of the conventional and new media with the influential role of symmetrical communication. Therefore, the paper concluded that since crisis leads to a bad relationship due to a lack of understanding of the situation and behavior and to facilitate this, it suggests that crisis is better managed through effective public relations managers.
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Chwiałkowska, Agnieszka. "Crisis Management via Social Media." Transactions of the Institute of Aviation 227, no. 6 (December 21, 2012): 123–35. http://dx.doi.org/10.5604/05096669.1076731.
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Liu, Bingjie, Lori Pennington-Gray, and Louisa Klemmer. "Using social media in hotel crisis management: the case of bed bugs." Journal of Hospitality and Tourism Technology 6, no. 2 (August 17, 2015): 102–12. http://dx.doi.org/10.1108/jhtt-08-2014-0036.
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Purpose – The purpose of this paper is to provide greater insights into the-state-of-the-art in crisis management and aid in better response to health-related crises, with a specific focus on the hotel industry. This study extends the tourism crisis management model to include social media, concerning the role of monitoring and responding. Design/methodology/approach – This study enhances the classic 4R (readiness, reduction, response and recovery) crisis management model to include social media for hotels facing a bed bug crisis and/or other health-related crises. Findings – This paper discusses the use of social media at different phases of managing a bed bug crisis, which include risk reduction, readiness, response and recovery. Recommendations are also provided for hotel managers to combat health-related crises that are fought out on social media. Practical implications – Social media has helped to bridge the communication gap between customers and hotels. Bed bug infestations are a growing health crisis, and they have obtained increasing attention on social media sites. Without managing this crisis effectively, bed bug infestation can cause economic loss and reputational damages to hotel properties, ranging from negative comments and complaints, to possible lawsuits. Thus, it is essential for hoteliers to understand the importance of social media in crisis communication, and to incorporate social media in hotels’ crisis management plans. Originality/value – This study serves as one of the first attempts in the hospitality field to offer discussions and recommendations on how hotels can manage the bed bug crisis and other crises of this kind by incorporating social media into their crisis management practices.
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BEDRANE, Dalila. "MEDIA LEAD BETWEEN CRISIS MANAGEMENT AND SOCIAL MEDIA." Route Educational and Social Science Journal 7, no. 48 (January 1, 2020): 173–96. http://dx.doi.org/10.17121/ressjournal.2647.
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Gaurav Sawarkar and Punam Sawarkar. "Crisis Management System- an overview." International Journal of Research in Pharmaceutical Sciences 11, no. 3 (August 8, 2020): 4750–55. http://dx.doi.org/10.26452/ijrps.v11i3.2765.
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The crisis is an emergency which interrupts the manhood, leads to instability everywhere. It affects an individual, group, or society etc. There are various types of crises, and everyone should have its management model and perfect plan to come out of it. Every must have a crisis management system and team. This management system a task force having minimum three to four capable members, who find out ways to overcome the crisis, and they should be able to succeed crisis. In a crisis, stress management is an important factor that may affect peoples as well as management severely. The significant part depends on the role of people and the leaders or officials, their in a critical situation. or officials should communicate effectively with needy peoples, helping members, task force, media persons to tackle the situation meticulously, as communication is the best way-out to the interpersonal conflicts. personnel must coordinate with the media to provide time to time accurate information. So, cumulatively crisis management capable task force team, cooperative peoples or officials, excellent communication, stress management practices, person who deal with media and well-equipped .
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Sandman, M. "CRISIS MANAGEMENT." APPEA Journal 36, no. 1 (1996): 716. http://dx.doi.org/10.1071/aj95051.
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In essence, a crisis is a Public Affairs event and it is important to distinguish between a crisis on the one hand and an emergency on the other. An emergency may not necessarily become a crisis because the focus of an emergency is internal whereas the focus of a crisis is external.At West Australian Petroleum Pty Limited (WAPET) we have a crisis management plan which has been developed to facilitate the rapid notification and response to emergency incidents involving WAPET personnel and facilities.The plan requires the organisation of an Emergency Management Team to deal with the immediate impacts of the emergency, initiate a response and address the problem as quickly as possible.In addition, a separate Crisis Management Team is mobilised to address the external crisis situation by identifying the impact of the problem on the business, initiate a media response, liaise with outside agencies and support the Emergency Management Team.The overall goal of the emergency management system is to move from a reactive to a proactive mode of operation as quickly as possible.Different levels of emergency have been identified and procedures initiated to respond by individuals at different levels within the organisation.The process is tested periodically through the use of practice drills, the objective being to ensure that if a crisis occurs, the Company has in place procedures to respond at all levels to minimise impact upon the operations of the Company both short-term and long-term and to react to media interest in any crisis event.
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LaGree, Danielle, Douglas Wilbur, and Glen T. Cameron. "A strategic approach to sports crisis management." International Journal of Sports Marketing and Sponsorship 20, no. 3 (August 5, 2019): 407–29. http://dx.doi.org/10.1108/ijsms-05-2018-0045.
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Purpose Using the National Football League (NFL) concussion crisis context, the purpose of this paper is to provide sports marketers with a strategic approach to sports crisis management through consideration of crisis media coverage and organizational reputation. Design/methodology/approach An online experiment assessed the impact of two crisis response strategies, fan involvement and exposure to crisis media coverage on emotional response, corporate message credibility, crisis perception and perceived corporate reputation. Findings The accident response strategy was associated with more favorable perceptions of the NFL and corporate message credibility. Sports fan involvement facilitated more favorable perceptions of the NFL’s reputation, while exposure to media coverage of the NFL’s crisis created negative perceptions of the NFL’s reputation. Exposure to media coverage of the NFL concussion crisis increased feelings of anger, which in turn decreased perceptions of corporate message credibility. Research limitations/implications A limitation for this study is the specific crisis scenario that was used. The NFL concussion crisis is different from other crisis types in that it does not directly impact the audience’s well-being, but instead affects their perceptions of an iconic institution. Practical implications In light of study findings, it is suggested that sports marketers consider the following when dealing with crises: carefully determine proper framing methods when crafting a crisis response as different response types affect consumers in different ways; leverage public relations (PR) practices by engaging in media monitoring to inform an appropriate crisis response to control the narrative; and examine forces exernal of the organization that influence consumer emotions, paying special attention to feelings of anger as anger negatively impacts consumer perceptions of corporate credibility. Originality/value This paper addresses sports crisis strategy from both marketing and public relations perspectives. It describes how strategic efforts protect a sports organization’s reputation, thus increasing marketing effectiveness.
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Wang, Yan. "Brand crisis communication through social media." Corporate Communications: An International Journal 21, no. 1 (February 1, 2016): 56–72. http://dx.doi.org/10.1108/ccij-10-2014-0065.
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Purpose – The purpose of this paper is to investigate how companies make use of social media communication to turn crises into opportunities and how consumers respond to this brand management strategy, and evaluate the effects of this kind of advertising campaign. Design/methodology/approach – This study uses the textual analysis method to examine the verbal fight between two brand competitors on Sina Weibo. An interpretative analysis approach is adopted to analyze a series of micro-blog messages and relevant responses and comments. A statistical analysis is conducted to reveal the public opinion on this case. Findings – The brand crisis due to trademark dispute has been successfully turned into an advertising campaign, which received eager and favorable responses from the consumers. In the name of making apologies, the company in crisis availed itself of the Weibo platform to make a veiled protest against the verdict of the Court. The technique “acting cute” was proved to be effective in diminishing the negative effect of a brand crisis and winning public sympathy and support. Research limitations/implications – The research findings may provide insights into the interplay between brand advertising and corporate crisis communication on the platform of social media. Practical implications – This study can inform practitioners of useful techniques to deal with brand crises via social media. Originality/value – The value of this study lies not only in its contribution to the body of knowledge on online crisis management with a case of Chinese companies, but also in its validation of the interplay between crisis communication and advertising.
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Civelek, Mustafa Emre, Murat Cemberci, and Necati Erdem Eralp. "The Role of Social Media in Crisis Communication and Crisis Management." International Journal of Research in Business and Social Science (2147-4478) 5, no. 3 (April 20, 2016): 111–20. http://dx.doi.org/10.20525/ijrbs.v5i3.279.
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Social media and social media tools have improved rapidly and started to influence society especially in recent years. This influence has forced businesses to revolutionize their communication with the external environment. The fact that Web 2.0 has an influence on consumer behavior, and that it makes the consumers stronger; requires faster, more flexible and more sensitive communication processes in businesses. Especially during a time of crisis, a business’ communication with the external environment is quite critical. For this reason, the way how the crisis communication is managed through social media is vital for businesses. In this article, the perceptions of how to manage businesses during a time of crisis so that they make minimum loss, is shared.
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Lan, Yajie. "New Dilemma that Social Media Poses for Crisis Communication." Journal of Humanities and Social Sciences Studies 4, no. 3 (September 12, 2022): 268–71. http://dx.doi.org/10.32996/jhsss.2022.4.3.30.
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The popularization of social media has brought about a major change in the whole society. Crisis communication, an increasingly essential subject in a risky society, can not be spared, but not enough attention has been paid to it. The objective of the study is to unveil the impact social media have on crisis communication. By means of literature reading analysis, the author looks into the existing literature and sorts out 3 major differences social media make to crisis communication: the way crises are constructed and spread, the redistribution of discursive power in crisis communication, and instinct features of social media which affect crisis communication. After carefully interpreting, the author comes to the conclusion that social media is playing such a core part in crisis communication that higher demand for crisis communication management ought to be set.
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Koehler, Isabelle, and Sascha Raithel. "Internal, external, and media stakeholders’ evaluations during transgressions." Corporate Communications: An International Journal 23, no. 4 (October 1, 2018): 512–27. http://dx.doi.org/10.1108/ccij-10-2017-0096.
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Purpose As crises are largely perceptual, the deeper the understanding is of how stakeholders perceive crisis situations, the more effectively corporations can target their crisis communication messages. The purpose of this paper is to investigate how different stakeholder groups process information during transgression-based corporate crises. Design/methodology/approach This study is based on 17 qualitative interviews with the internal, external and media stakeholders of an organisation that experienced a major transgression-based crisis. A case study approach is adopted to analyse and understand how these stakeholders process and respond to the same crisis event. Findings Findings suggest that there are considerable differences in the crisis evaluations of different stakeholder groups. This study identifies several elements specific to internal, external and media stakeholders’ crisis information processing. Research limitations/implications Although the findings are tied to the specific case, the authors extend the existing theory by shedding light on the specific factors that shape the evaluations of different stakeholder groups during a transgression. Practical implications The findings may help managers in building more accurate assumptions and knowledge with respect to crisis effects on an organisation’s stakeholders and thus provide the basis for more effective crisis communication. Originality/value Prior crisis information-processing models provide fragmented and generic insights into the specifics of different stakeholder groups and thus lead crisis communication to miss opportunities to attenuate the loss of a corporation’s social approval. This study moves towards an integrated framework of how different stakeholders evaluate a transgression-based corporate crisis.
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Jennex, Murray E. "Implementing Social Media in Crisis Response Using Knowledge Management." International Journal of Information Systems for Crisis Response and Management 2, no. 4 (October 2010): 20–32. http://dx.doi.org/10.4018/jiscrm.2010100102.
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Social media is being used by individuals during a crisis to alert rescuers to their location, status others on their condition or on environmental conditions, warn of issues, and so forth. However, organizations have been slower to adopt social media for crisis response. This paper explores issues affecting social media adoption by organizations for crisis response and proposes the use of knowledge management strategy as a process for mitigating these issues and guiding organizations in adopting social media into their crisis response plans.
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Prayudi, Prayudi, and Virginia Ayu Sagita. "News Construction of COVID’s Crisis Management of Indonesian Government through Detik.com." Jurnal Ilmu Komunikasi 19, no. 1 (May 1, 2021): 93. http://dx.doi.org/10.31315/jik.v19i1.4503.
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The COVID-19 pandemic has hit all parts of the world. This led to crises in various governments regarding how the government deals with the effects of this virus. This study aims to analyze the text of the Indonesian government’s crisis communication news in the face of the COVID-19 issue in the online media Detik.com. The research method used is qualitative research with a textual analysis approach. The results showed that Detik.com reports the problem straightforwardly. Detik.com maintains a firm editorial policy and commits to presenting an even-handed and fair view of issues. Detik.com seeks to reveal how the Government responded at the start of the crisis, government policies during the crisis, and how the public responded to government policies. This research shows how online media in Indonesia constructed news on Indonesian government crisis communication in handling the COVID-19 pandemic. The substance of this research contributes in the form of new policy recommendations for online media news leaders to deliver news openly, straightforwardly, and critically that prioritizes social responsibility to the public.
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Olsson, Eva-Karin. "Media Crisis Management in Traditional and Digital Newsrooms." Convergence: The International Journal of Research into New Media Technologies 15, no. 4 (October 30, 2009): 446–61. http://dx.doi.org/10.1177/1354856509342780.
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Feng, Changchun, and Kabilijiang Umaier. "Risk Communication During the COVID-19 Pandemic in the Era of Social Media." Journal of Disaster Research 18, no. 1 (January 20, 2023): 34–39. http://dx.doi.org/10.20965/jdr.2023.p0034.
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The widespread application of social media in the field of crisis management has been adopted globally. In recent years, the role of social media in emergencies has grown, especially during the coronavirus disease 2019 (COVID-19) pandemic. This study explores the different roles played by social media in the government, the media, and the public during the pandemic through the key nodes of information dissemination at each developmental stage of crisis risk communication. The results indicate that in a government-led environment, in which social media is the link and the public is the core, attention must be directed towards the key role of social media as a “whistleblower” during the incubation period of a crisis event. Moreover, a new gatekeeping mechanism that integrates the public, the media, and the government should be formed to improve emergency management during crises.
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Eaddy, LaShonda Louallen, and Yan Jin. "Crisis history tellers matter." Corporate Communications: An International Journal 23, no. 2 (April 3, 2018): 226–41. http://dx.doi.org/10.1108/ccij-04-2017-0039.
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Purpose The purpose of this paper is to explore crisis history further. The paper also examines the possible impact of information source on publics’ perceptions. The study seeks to expound on the tenets of the situational crisis communication theory (SCCT), particularly the underutilized crisis history component. Design/methodology/approach The study used a 3 × 3 between-subjects experiment design to examine the effects of crisis history and information source on publics’ crisis emotions, perception of crisis responsibility, control, and organizational reputation. Participants were 174 undergraduate students from a large Southeastern university. Findings The study’s findings suggest that an organization’s crisis history by the media can increase publics’ perceived organizational control (referred to as personal control) in a crisis situation. However, negative crisis history told by the media can evoke more severe public anger in a crisis. A positive crisis history still could lead to negative perceptions. Research limitations/implications The study uses a fictional crisis scenario that may not evoke the same emotions or perceptions as an actual crisis. Practical implications Crisis communicators concerned with angry publics should focus less on traditional media relations and more on new media to reach other gatekeepers; or focus more heavily on media strategy since the media is more likely to elicit more anger among publics. Furthermore, a positive crisis history does not give organizations a pass in current crises. Originality/value Although the SCCT identifies crisis history as an intensifier of attribution of responsibility, few studies have examined crisis history.
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Choy, Christine Hiu Ying, and Fang Wu. "Comparative case study: when brands handle online confrontations." International Journal of Conflict Management 29, no. 5 (October 8, 2018): 640–58. http://dx.doi.org/10.1108/ijcma-10-2017-0120.
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Purpose This study aims to examine the theoretical links among three important variables by empirically testing the cases of two international brands. Design/methodology/approach By using a comparative case study design, this study conducts a content analysis of a total of 490 Facebook comments regarding online confrontational crises: Dolce & Gabbana’s photo fiasco and Laneige’s discriminative sales incident. Findings The findings suggest that when evaluating whether or not a company has shouldered responsibility in online confrontational crises, social media users tend to be more influenced by how timely, active and consistent the organization’s reaction is than by the organization’s mere use of concession crisis communication strategies (CCSs). The individual-level perception (perceived degree of organizational crisis responsibility-taking) is a stronger predictor of social media users’ reaction than organization strategies. The earlier that social media user has a perceived improvement in the organization, the more effective is the organization’s strategy to minimize the effects of social media as crisis mobilizer. Originality/value This study confirms theories formulated in a Western context with actual cases from Eastern cultures. Theoretically, this study sheds light on the importance of the individual-level perception for effective use of organization strategy in crisis. This study also suggests the relative significance of positive forms of crisis response, concessions CCSs and their relationship with the perceived degree of crisis responsibility-taking.
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Sisson, Diana C., and Shannon A. Bowen. "Reputation management and authenticity." Journal of Communication Management 21, no. 3 (August 7, 2017): 287–302. http://dx.doi.org/10.1108/jcom-06-2016-0043.
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Purpose Following a report released by the UK Parliament’s Public Accounts Committee, multinational corporations like Starbucks, Google, and Amazon found themselves in a firestorm of criticism for not paying or paying minimal taxes after earning significant profits in the UK for the past three years. Allegations of tax evasion led to a serious crisis for Starbucks in the UK, which played out in a public forum via social media. The researchers explored whether Starbucks’ corporate ethics insulated its reputation from negative media coverage of alleged tax evasion evidenced in its “hijacked” social media “#spreadthecheer” campaign. The paper aims to discuss these issues. Design/methodology/approach Using an exploratory case study analysis of news articles, Starbucks’ annual reports, #spreadthecheer Tweets, and David Michelli’s The Starbucks Experience, data collection helped to inform the discussion of authenticity and whether it helped to insulate Starbucks’ reputation during its crisis in the UK. Findings Authenticity is key when organizations face a turbulent environment and active publics and stakeholder groups. Findings from this study also suggested proactive reputation management strategies and tactics, grounded in the organization’s corporate culture and transparency, could have diffused some of the uproar from its key publics. Originality/value Authentic corporate cultures should align with corporate business practices in order to reduce the potential for crises to occur. It is possible that ethical core values and a strong organizational approach to ethics help to insulate its reputation among publics during a crisis.
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Simonsen, Anne Hege, and Jon Petter Evensen. "Crisis, What Crisis?" Nordicom Review 38, s2 (November 28, 2017): 87–102. http://dx.doi.org/10.1515/nor-2017-0416.
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Abstract As in most countries, Norwegian and Danish media houses struggle to adjust to new technological, economic and political realities. Photo departments have seen their budgets cut and people have been let go. It looks, however, as if the organisational response to the crisis is more nuanced than it may seem at first glance. We have examined three media organisations, with a reputation for an above average interest in photojournalism, through the filter of organisational psychology. By looking at the conjunction between organisational culture, the present climate, and what we may call visual editorial competence, which relates to a photo department’s relative power within the organisation, we try to shed some light on when and why photo departments are able to implement their own crisis management and thus influence their own situation. Our findings suggest that photo departments with a strong culture are more resilient to a climate marked by disruptive change. The overall visual editorial competence does, however, impact their manoeuvring space within the organisation.
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Liu-Lastres, Bingjie, Hany Kim, and Tianyu Ying. "Learning from past crises: Evaluating hotels’ online crisis responses to health crises." Tourism and Hospitality Research 20, no. 3 (June 20, 2019): 372–78. http://dx.doi.org/10.1177/1467358419857779.
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Organizational learning is an important function of tourism crisis management. By examining and evaluating hotels’ responses to the 2010 bed bug crisis on social media, the purpose of this study was to provide insights into how to establish effective crisis responses. Situational crisis communication theory was used as the theoretical framework and a total of 136 management responses were included in the sample. Content analysis and co-occurrence analysis were conducted. The results revealed a learning curve of crisis management for hotels. Enhancing and Bolstering were the most commonly used strategies within the sample. Further analysis showed the inconsistencies between hotels’ crisis response strategies and the situational crisis communication theory guidelines, where instructing information were seldom included. Based on the findings, this study discussed the importance of creating effective crisis responses and future research directions.
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Aboulghazi, Hanane. "Covid-19 Crisis Communication Management in Morocco." Journal of Quality in Education 12, no. 19 (May 30, 2022): 45–63. http://dx.doi.org/10.37870/joqie.v12i19.299.
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The present research paper examines how Moroccan political public authorities’ communication strategies influence Moroccan male and female publics’ feedback, and the perception of government’s crisis response strategies in light of a new atmosphere, a new condition at the pandemic time of the coronavirus Covid-19. By collecting data from 132 Moroccan internet users via online survey, which was conducted between May and June, 2020, after the declaration of the state of emergency, the present study gathered concrete information and viewpoints regarding Moroccan male and female internet users’ feedback about political leaders’ communication strategies; trust in different sources and media channels, and perception of the Moroccan political leaders’ crisis communication management. The findings of the study have revealed that younger male and female publics, who got news from social media, had negative views of authority messages, and expressed more negative opinions of the government’s crisis response and communication strategies as weeks went by. Therefore, trust in public authorities’ decreased as the crisis evolves. Other age group, 60 years or older of the respondents get information about the crisis from institutional political sources and mainstream news media, which have been more aligned with authorities’ information at the start of the health crisis. In addition, women have used multiple media platforms, but they have less direct access to information than do men. While some progress has been made in women’s political use of information and news consumption during the outbreak on social media, on the overall, the participation of women in both feedback and news consumption is still very limited in Morocco.
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Vogler, Daniel, Mario Schranz, and Mark Eisenegger. "Stakeholder group influence on media reputation in crisis periods." Corporate Communications: An International Journal 21, no. 3 (August 1, 2016): 322–32. http://dx.doi.org/10.1108/ccij-01-2016-0003.
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Purpose – The concept of media reputation is a well-documented field in communication research. However, it often remains unclear how the process of reputation formation takes place exactly. The purpose of this paper is to analyze which stakeholder groups are the driving forces in the process of reputation constitution of the Swiss banking industry and how it was affected by the financial crisis in 2008. Design/methodology/approach – Given that mass media are the main source of information about an organization in crisis for the public, media reputation serves as a valuable concept for analyzing the effects of crises on organizations. This study is therefore based on a content analysis of Swiss newspapers published between 2004 and 2010. Findings – Data shows that the influence of political stakeholder groups on media reputation of Swiss banks is higher in times of crisis. In addition the focus in media coverage changes from economic topics in pre-crisis period to social topics in crisis period. The increased importance of political stakeholder groups and social topics in crisis lead to a more negative and less controllable media reputation. Originality/value – This study aims at a better understanding of the impact of stakeholder groups on corporate media reputation in crises. Instead of defining reputation as a single item this approach allows a more differentiated analysis of the process of reputation constitution.
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Manoli, Argyro Elisavet. "Crisis-Communications Management in Football Clubs." International Journal of Sport Communication 9, no. 3 (September 2016): 340–63. http://dx.doi.org/10.1123/ijsc.2016-0062.
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An escalating number of crises appear in the sport industry in general and the football industry in particular that make the area of crisis communication an increasingly important matter in both the everyday running and the long-term viability of football. However, the sensitivity of the topic makes an extensive analysis on current practice in crisis communications a particularly challenging task. This study examines how crisis communications is managed by investigating the current practices and techniques employed in English Premier League clubs, as they were presented by communications professionals employed in the clubs. The analysis of the clubs’ practices underlines the lack of proactivity and presents the most popular strategies of crisis-communications management: “Wait for the dust to settle” and “React promptly before the noise grows.” In addition, an underdocumented technique is examined: the use of the informal personal relationships between the employees of the clubs and the members of the media. This study also introduces the “crisis communications management in football” model, which illustrates the practices identified through this study and can potentially act as a guide for crisis-communications analysis in a number of other industries.
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Borden, Jonathan, Xiaochen Angela Zhang, and Jooyun Hwang. "Improving automated crisis detection via an improved understanding of crisis language: Linguistic categories in social media crises." Journal of Contingencies and Crisis Management 28, no. 3 (September 2020): 281–90. http://dx.doi.org/10.1111/1468-5973.12308.
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Zhang, Xuefang, and Renqun Huang. "The role of social media in public crisis governance." E3S Web of Conferences 253 (2021): 01066. http://dx.doi.org/10.1051/e3sconf/202125301066.
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The characteristics of dissemination and universal application of social media bring new opportunities for multiple arenas (such as government, social institutions, and the public) to participate in the governance of public crises. During China’s prevention and control of COVID-19, social media functioned well in the governance of the pandemic. This paper mainly analyzes the role of social media in crisis management from the perspectives of risk communication, social reconstruction, collaborative governance, etc., thereby providing the government with recommendations for the improved employment of social media and improving the public crisis response.
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Ali, Saira, and Umi Khattab. "Australian talkback radio prank strategy: a media-made crisis." Journal of Communication Management 20, no. 1 (February 1, 2016): 56–74. http://dx.doi.org/10.1108/jcom-06-2015-0046.
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Purpose – The purpose of this paper is to analyse an Australian commercial radio talkback show that deployed prank as a strategy to scoop royal news to entertain an Australian audience, often commodified for popularity ratings and sponsorship dollars. Design/methodology/approach – Using textual analysis, the study empirically examined the crisis that followed the 2Day FM’s prank call to the Duchess of Cambridge at King Edward VII Hospital, London. The paper engages with the media-made disaster from the lens of issue and crisis management interrogating social conversations and news stories across three countries, i.e., Australia, Britain and India. Findings – Findings reflect that the media, in this case, radio, far more than any other public entity, is subject to public scrutiny and has a moral obligation to practice with public interest at heart. Both news and social media played crucial roles in the escalation of the crisis that ignited a range of public issues. While social media narratives were abusive, condemning and life-threatening, news stories focused on legality, ethics and privacy. Practical implications – The prank broadcast invited news and social media attention and raised public concern over the ethics of Australian radio entertainment. Crises, whilst often damaging, contribute to the rethinking and rejuvenation of organisational and professional values and practices. Originality/value – This project is significant in that it is the first to use a radio talk show as a case to engage with issue and crisis management literature and interrogate radio practice in Australia. Further, the project identifies this crisis as media-made and develops an innovative crisis lifecycle model.
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Buzoianu, Corina, and Monica Bîră. "Using Social Media Listening in Crisis Communication and Management: New Methods and Practices for Looking into Crises." Sustainability 13, no. 23 (November 25, 2021): 13015. http://dx.doi.org/10.3390/su132313015.
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The paper aims to explore new methods and practices for looking into crises in online environments by using social media listening tools and methods. Based on the case of two privately owned hospitals in Romania facing boycotts due to their response to the COVID-19 outbreak, we study the social media conversations on the topic, the emerging themes, the visibility triggered and the impact on the brand and actors involved. Drawing on a social media listening and crisis communication framework, our research looks to unveil the relationship between stakeholders’ expectations and brand promise, aiming to foresee predictive crisis communication and management models.
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Zerman, David. "Crisis communication: managing the mass media." Information Management & Computer Security 3, no. 5 (December 1995): 25–28. http://dx.doi.org/10.1108/09685229510793013.
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Johansen, Winni. "Understanding and practicing crisis consulting." Journal of Communication Management 21, no. 2 (May 2, 2017): 106–23. http://dx.doi.org/10.1108/jcom-12-2016-0104.
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Purpose The purpose of this paper is to contribute to the literature on management and communication consulting in general, and crisis consulting in particular, by investigating how public relations and communications firms understand crises, crisis management, and crisis communication; how they see themselves practicing crisis consulting; and how they envisage the future of this field of expertise. Design/methodology/approach The study is based on 12 semi-structured in-depth expert interviews with CEOs, board members, senior consultants, and/or partners representing national and international public relations and communications firms operating in Denmark who offer crisis consulting as one of their areas of expertise. Findings Findings demonstrate that crisis consulting is a field in transition, moving away from the traditional focus on image crises in the media handled by former journalists, toward a new focus on issue crises involving other types of stakeholders. Findings also demonstrate that crisis consultants generate important insights into aspects of crisis management and crisis communication hitherto neglected by academic scholars. Practical implications The insights into the professional “world view” of crisis consultants will contribute to the professionalization of the field. Originality/value This is the first major study of crisis consulting as a specific field of expertise within the growing industry of management and communication consulting.
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Hugelius, Karin. "Consular Crisis Management Operations: Special Considerations and Challenges." Prehospital and Disaster Medicine 35, no. 4 (May 29, 2020): 447–50. http://dx.doi.org/10.1017/s1049023x20000655.
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AbstractAssisting the increasing number of tourists and foreign nationals exposed to crises situations in third countries—many of them far from home and extremely vulnerable—presents significant challenges. Despite the need to explore consular crisis management from an operational perspective, there are few studies that address the issue. This paper aims to describe the characteristics and context of consular crisis management operations based on personal experiences, scientific papers, grey literature, and key informant interviews.Consular crisis management operations are conducted in a context where the stakeholders and the legal environment may differ from humanitarian or civil protection operations. The physical distance causes logistical challenges and demands specific considerations for both civilian and medical evacuation. Consular crisis management operations often include medical care, psychosocial support activities, and disaster victim identification (DVI) activities. Political and media interest may also add significant challenges to such operations. Therefore, specific knowledge, skills, and preparations are needed for both diplomatic crisis management professionals and health professionals. Further research on consular crisis management activities—as well as the concept of consular crisis management itself—is strongly needed.
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Jin, PhD, Xianlin. "Exploring frames of environmental crises on Twitter and Weibo: Crisis communication about Hurricane Maria and haze." Journal of Emergency Management 19, no. 8 (September 1, 2021): 201–15. http://dx.doi.org/10.5055/jem.0554.
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There is limited knowledge about how crises are framed on different social media platforms specifically in a non-Western cultural context. This study compares how extreme environmental crises—Hurricane Maria and haze—were framed on Twitter and Weibo. Through word-cloud, co-occurrence, and thematic analyses with Hurricane Maria-related tweets, this study identified two major frames of this crisis: a disaster frame and a political frame. Similarly, by analyzing haze-related posts on Sina Weibo, two major frames emerged: an environmental frame and a health frame. Both crises were largely framed as environmental issues rather than health risks or crises. Such framing helps shape the existence of Hurricane Maria and haze as legitimate facts. The findings also reveal that cultural variances, eg, power distance, collectivist-individualist culture, and uncertainty avoidance, impact crisis framing. This study indicates the importance of designing culture-fit messages and incorporating social media strategies in crisis communication while developing emergency management plans and adds knowledge to the limited literature on social-mediated crisis communication in different cultural contexts. Such knowledge will provide theoretical and practical implications for crisis scholars, emergency management practitioners, and policymakers.
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Faur, Flaviu Casian, Cristina Maria Albescu (Sanda), and Grapini Ioan. "Human resources management practices and approaches in insurance." Technium Social Sciences Journal 32 (June 12, 2022): 750–58. http://dx.doi.org/10.47577/tssj.v32i1.6757.
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Looking with interest at the moments of recession and crisis before, but also at the pandemic and the current situation related to the political crisis in Ukraine, the geopolitical and economic context we are going through, both Romania and Europe, forces us to change and to adopt new approaches in terms of the whole activity, but especially the one related to the professional activity. The labor crisis, the coronavirus pandemic and the war in Ukraine are further accelerating the process of changing and changing the way organizations work, so human resource management needs to identify new approaches, methods and tools that work well and effectively in close connection with innovation and new technologies. The insurance sector is perhaps the most affected branch of the service area due to the effects of the pandemic and the labor crisis, so the need for new and innovative approaches to human resource management in insurance is imminent and must be treated with great responsibility by managers from this section. These methods and approaches aim to increase work performance and efficiency, increase the quality of work, create a pleasant environment for employees and an encouraging work environment so that the level of satisfaction is at its maximum.
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De Fátima Silva Piedade, Lúcia, and David Warnock-Smith. "CRISIS AND DISRUPTION COMMUNICATIONS MANAGEMENT IN THE AIRPORTS SECTOR: THE EFFECTIVE USE OF SOCIAL MEDIA." Journal of Air Transport Studies 12, no. 1 (January 1, 2021): 1–24. http://dx.doi.org/10.38008/jats.v12i1.173.
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Although the use of social media within the airport industry is not a new practice, there are still varying degrees of real and perceived concerns around how to best deliver positive rather than negative user engagement and experiences through social media platforms. This perceived risk becomes particularly apparent during times of significant airport operational disruption and crisis. Using an airport user questionnaire (in Portugal) and operational expert interviews (in the UK), this study aimed to determine the ways in which airport use of social media platforms should be integrated into overall airport crisis and disruption management strategies. This led to an evidence-based template communications flow model for airport operations managers and their communications teams to help ensure common and consistent messaging, positive user engagement/experiences, and reduced business fallout from significant disruption and crises. Future research should seek to test the usefulness of specific communications and social media guidance that airports use internally to determine if they are consistent with the different user preferences by crisis typology as detailed in this study.
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Reuter, Christian, Amanda Lee Hughes, and Marc-André Kaufhold. "Social Media in Crisis Management: An Evaluation and Analysis of Crisis Informatics Research." International Journal of Human–Computer Interaction 34, no. 4 (January 24, 2018): 280–94. http://dx.doi.org/10.1080/10447318.2018.1427832.
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Diddi, Pratiti, and Lewen Wei. "Crisis management on social media: Effect of pre-crisis inoculation strategy and midst-crisis organizational interactivity." Public Relations Review 48, no. 5 (December 2022): 102206. http://dx.doi.org/10.1016/j.pubrev.2022.102206.
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Carfagno, Kerrie Aman, and John A. Parnell. "Crowdsourcing: Organizations using social media for meaningful crisis management." Academy of Management Proceedings 2016, no. 1 (January 2016): 15076. http://dx.doi.org/10.5465/ambpp.2016.15076abstract.
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Saroj, Anita, and Sukomal Pal. "Use of social media in crisis management: A survey." International Journal of Disaster Risk Reduction 48 (September 2020): 101584. http://dx.doi.org/10.1016/j.ijdrr.2020.101584.
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Alexander, David E. "Social Media in Disaster Risk Reduction and Crisis Management." Science and Engineering Ethics 20, no. 3 (December 4, 2013): 717–33. http://dx.doi.org/10.1007/s11948-013-9502-z.
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An, Seon‐Kyoung, Karla K. Gower, and Seung Ho Cho. "Level of crisis responsibility and crisis response strategies of the media." Journal of Communication Management 15, no. 1 (February 15, 2011): 70–83. http://dx.doi.org/10.1108/13632541111105268.
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Latonero, Mark, and Irina Shklovski. "Emergency Management, Twitter, and Social Media Evangelism." International Journal of Information Systems for Crisis Response and Management 3, no. 4 (October 2011): 1–16. http://dx.doi.org/10.4018/jiscrm.2011100101.
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This paper considers how emergency response organizations utilize available social media technologies to communicate with the public in emergencies and to potentially collect valuable information using the public as sources of information on the ground. The authors discuss the use of public social media tools from the emergency management professional’s viewpoint with a particular focus on the use of Twitter. Limited research has investigated Twitter usage in crisis situations from an organizational perspective. This paper contributes to the understanding of organizational innovation, risk communication, and technology adoption by emergency management. An in-depth longitudinal case study of Public Information Officers (PIO) of the Los Angeles Fire Department highlights the importance of the information evangelist within emergency management organizations and details the challenges those organizations face engaging with social media and Twitter. This article provides insights into practices and challenges of new media implementation for crisis and risk management organizations.
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Antony, Jose K., and Joel M. Jacob. "Crisis Management in the Tourism Industry-The Role of Social Media Platforms." Atna - Journal of Tourism Studies 14, no. 1 (January 1, 2019): 83–96. http://dx.doi.org/10.12727/ajts.21.5.
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The tourism industry is highly susceptible to various forms of risks operating in the industry that occur and go unattended over a period of time. Social media could be effectively used to address the risks. Studies, however, on social media and its role in crisis management are few in spite of a consistent e mphasis on the importance of social media in the tourism industry, specifically, its role in crisis management. This paper provides a review of the current state of affairs and provides a framework to involve social media research in crisis management in tourism.
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Li, Ying, Ke Yang, Jin Chen, Sumeet Gupta, and Feiyang Ning. "Can an apology change after-crisis user attitude? The role of social media in online crisis management." Information Technology & People 32, no. 4 (August 5, 2019): 802–27. http://dx.doi.org/10.1108/itp-03-2017-0103.
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Purpose Drawing upon the Elaboration Likelihood Model, the purpose of this paper is to examine how the characteristics of social media moderate the effect of a firm’s apology on the attitude of its customers. Design/methodology/approach An online experiment including 360 active users of internet was employed to test the research model. Findings Results revealed that an after-crisis apology and firm reputation both have a positive effect on after-crisis user attitude toward the firm. Furthermore, the positive effect of apology becomes stronger as online media interactivity increases, whereas the positive effect of reputation becomes weaker. Research limitations/implications This study included only one important characteristic of social media, and experimental scenarios were limited to car recall crisis. Considering that social media has so many platforms that may have different kinds of interactivity, further studies can be conducted to figure out the most suitable social media for firms to deal with an online crisis. Practical implications The results inform managers of the importance of after-crisis apology and firm reputation. It is worthwhile for managers to find out the levels of online media interactivity at which users focus on apology and reputation and accordingly conduct an effective online crisis management response strategy. Originality/value This study extends the literature on online crisis management and the literature on ELM by highlighting the role of online media interactivity in influencing the persuasive effectiveness of firm’s crisis response in the context of social media.
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Johansen, Britt Foget, Winni Johansen, and Nina M. Weckesser. "Emotional stakeholders as “crisis communicators” in social media." Corporate Communications: An International Journal 21, no. 3 (August 1, 2016): 289–308. http://dx.doi.org/10.1108/ccij-05-2015-0026.
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Purpose – The purpose of this paper is to examine the Telenor customer complaints crisis triggered on the company Facebook site in August 2012. More specifically, the paper focusses on how friends and enemies of a company interact, and how faith-holders serve as crisis communicators in a rhetorical sub-arena that opens up on Facebook. Design/methodology/approach – The study is based on a textual analysis of 4,368 posts from the Telenor Facebook site, and an interview with the senior digital manager of Telenor. Findings – Not only current and previous customers but also those from rival telephone companies were active in the Facebook sub-arena. The customers complaining about the company services were met not only with the response of Telenor, but also with counter-attacks from faith-holders acting in defense of Telenor. However, these faith-holders were using defensive response strategies, while Telenor used accommodative strategies. Research limitations/implications – Organizational crises need to be seen as a complex set of communication processes, including the many voices that start communicating from different positions, and taking into account not only the response strategies of the organization but also the response strategies applied by supportive emotional stakeholders. In practice, faith-holders need to be monitored, as they may prove useful as “crisis communicators.” Originality/value – The paper provides insights into an under-investigated area of crisis communication: the strategies of faith-holders acting as “crisis communicators” defending a company and themselves against attacks from negative voices on social media.
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Calloway, Linda Jo, and Peter G. W. Keen. "Organizing for Crisis Response." Journal of Information Technology 11, no. 1 (March 1996): 13–26. http://dx.doi.org/10.1177/026839629601100102.
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Crises are turning points in organizations. When crisis strikes, fast-response management depends on quickly configuring and deploying information and communications. This paper brings together research and practice in crisis response management, information technology and news media fast-response methods to derive principles for using information technology as an organizational resource. Firms increasingly recognize the need to view their information technology (IT) platform as a key business resource for just-in-time scheduling, distribution, coordination, service and logistics. If they see it as an equally key resource for just-in-time crisis response, it then creates a powerful base for crisis response management. Exxon Valdez and the Gulf War illustrate these requirements. They provide a stage model of crisis response. The model is not intended as a general description of crisis, but as a more specific modelling of organizational response capability. This stage model is illustrated by Dow Coming's recent silicon-gel implant crisis.
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Stieglitz, Stefan, Milad Mirbabaie, Tobias Kroll, and Julian Marx. "“Silence” as a strategy during a corporate crisis – the case of Volkswagen’s “Dieselgate”." Internet Research 29, no. 4 (August 5, 2019): 921–39. http://dx.doi.org/10.1108/intr-05-2018-0197.
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Purpose The purpose of this paper is to investigate the communication behaviour on Twitter during the rise of a preventable corporate crisis. It aims to contribute to situational crisis response strategies, and to broaden the authors’ understanding of legitimacy management. In September 2015, Volkswagen’s (VW) emission scandal became public and caused debates also in social media. By applying complementing tools of data analysis to the Twitter communication around the “Dieselgate” crisis, this study unfolds a field of tension between corporate strategy and public perception. Design/methodology/approach The authors collected Twitter data and analysed approximately 2.1m tweets relevant to the VW crisis. The authors approached the data by separating the overall communication in peak and quiet phases; analysing the peaks with social network analysis techniques; studying sentiments and the differences in each phase; and specifically examining tweets from VW’s corporate accounts with regard to the situational crisis communication theory (SCCT) and legitimacy. Findings VW’s very few tweets were not able to reduce the emotionality and sentiment of the ongoing Twitter discussion. Instead, even during quiet phases, the communication remained rather negative. The analysis suggests that VW followed a strategy not covered by SCCT, i.e. keeping silent. Practical implications The discovered strategy of keeping silent extends the SCCT and is linked to legitimacy management. Learnings from this study help decision makers to put social media response strategies into practice to swiftly recover from crises or refrain from certain strategies to avoid further reputational damage. Social implications Examining the underlying communication patterns of a crisis case with societal magnitude such as “Dieselgate” helps sensitising customers and executives to utilise social media channels more comprehensible in future crises. Originality/value The study uncovers the unconventional and yet barely addressed crisis response strategy of a global enterprise while devising unique realisations for practitioners and communication researchers. It contributes to existing knowledge about situational crisis response strategies, and broadens the authors’ understanding of legitimacy management in times of social media ubiquity.
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Zhu, Lin, Deepa Anagondahalli, and Ai Zhang. "Social media and culture in crisis communication: McDonald’s and KFC crises management in China." Public Relations Review 43, no. 3 (September 2017): 487–92. http://dx.doi.org/10.1016/j.pubrev.2017.03.006.
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For-mukwai, Gideon F. "The Transformative Power of Social Media on Emergency and Crisis Management." International Journal of Information Systems for Crisis Response and Management 2, no. 1 (January 2010): 1–10. http://dx.doi.org/10.4018/jiscrm.2010120401.
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There is a wind of transformation blowing across the world today. It is changing the face of emergency management and every field of human endeavor. It is called “social media”. These days, social media is redefining crisis preparedness through the increasing participation of the masses in the creation and distribution of content in ways that surpass the capacity of the mass media and public authorities. Public-generated content has been found to be useful in all phases of preparedness. Unfortunately, most public safety authorities are still suspicious of using social media in engaging and disseminating information. This article examines this new area of transformation that is having significant consequences on public safety and public life. As the scenario unfolds, emergency managers have a tough time choosing between the mass media and social media. Metaphorically, it is a race between a ‘hippo’ (mass media) and cheetah (social media).
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Drennan, Lynn. "Disasters and the Media: Managing Crisis Communications." Risk Management 2, no. 1 (January 2000): 55–56. http://dx.doi.org/10.1057/palgrave.rm.8240042.
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Young, Cory, Hunter Simmons, and Margaret Stewart. "Social listening during crises: A practitioner guide for crisis communication on social media." Volume 2 2, no. 2019 (March 2019): 38–40. http://dx.doi.org/10.30658/icrcc.2019.11.
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Stewart & Wilson (2016) created the STREMII model (pronounced STREAM-ee) as a means to assist institutions and organizations with social media crisis communication using a six-stage cyclical process, including: (1) social listening, (2) targeting audience(s), (3) engaging & responding, (4) monitoring and evaluating, (5) interacting, and (6) implementing changes [1] . Stewart & Young (2017) revisited the model, refining the stages to highlight the need for ongoing social listening and responsive engagement across all levels of crisis [2]. At present, the model is theoretical and applied only within a pedagogical context. In order for the STREMII model to be useful for practical implementation and relevant outside the theoretical and pedagogical contexts, we must develop a practical set of actionable steps for practitioners (crisis communicators and social media strategists). To accomplish this, we surveyed practitioners about the process they engage in listening, interacting and responding to audiences on social media during a crisis, and how they monitor and evaluate their responses and outcomes. The desired outcome of this research is to create a practical set of actionable steps for crisis practitioners and social media strategists, with specific guidelines, considerations and recommendations for adopting the STREMII model and integrating it into existing crisis management plans and social media strategies.