Corporate Crisis Communication: Examining the Interplay of Reputation and Crisis Response Strategies

Abstract

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. Corporations, just like politicians and celebrities, are constantly in the public eye and often find themselves in crisis situations. At stake when a corporation is faced with a crisis is its reputation. Corporate digitalcommons.unl.edu

Reputation stability vs anti-crisis sustainability: under what circumstances will innovations, media activities and CSR be in higher demand?

“…Reputation is an element of Intellectual capital and an essential part of a company's value (Lentjushenkova et al, 2019). On one hand, maintaining reputational stability and anti-crisis reputation management are the components of a single reputation management system (Kiambi & Shafer, 2016). Nevertheless, practices of dealing with reputational crises seem to be contrasted with regular reputational management at the same time (Malkawi et al, 2015), meanwhile, it has been argued that anti-crisis management tools can be aimed at a minute-to-minute effect and therefore contradict the long-term and strategic goals of reputation management (Mason, 2016;Szwajca, 2018a).…”

An Experimental Designs For The Impact Of Attributed Organization Crisis Responsibility On Halal Organization Image As Mediated By Crisis Response Strategy

“…Hence, SCCT that develop by Coombs has been acknowledged by many researches as the guideline to choose crisis response strategy [32]- [33]- [34]- [35]. SCCT involves the relationships, variables and assumptions that need to be considered in choosing the suitable crisis response strategies to protect an organization's image and reputation [18].…”

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“…It helps practitioners form a complete picture of a crisis dynamic rather than only thinking about what to say. Since its introduction, scholars have tested intensifi ers proposed by the theory, like prior reputation and crisis history (e.g., Coombs, 2004;Kiambi & Shafer, 2016). As more evidence is gained through empirical research, one variable initially proposed by SCCT draws the least attention and only reaches inconsistent fi ndings: crisis severity.…”