Crisis communication and ethics: the role of public relations

Jin, Yan; Pang, Augustine; Smith, Joshua L.

doi:10.1108/jbs-09-2016-0095

Cited by 20 publications

(16 citation statements)

References 8 publications

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“…Rescue missions continue.” Through the advocacy stances, USCG was not directly competing with or mentioning other organizations, but communicatively positioning itself as an organization that was capable, timely and reliable, thus indicating superiority consistent with the competing stance. This reflects the definition provided by Jin, Pang, and Smith (2018) that advocacy means “arguing exclusively for one's own case” (p. 43). After the storm, this position was used to showcase the USCG's rescue efforts.…”

Section: Discussionsupporting

confidence: 58%

Exploring the U.S. Coast Guard's stance agility on Twitter during Hurricane Harvey

Boman

Valiavska

Bramlett

et al. 2020

Contingencies & Crisis Mgmt

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Drawing on the contingency theory of strategic conflict management, this study examines how the U.S. Coast Guard (USCG) used Twitter to communicate during Hurricane Harvey. A content analysis was conducted on tweets (N = 273) by using stances along the contingency's continuum, finding that the USCG frequently adopted stances on both sides of the continuum's spectrum throughout the disaster event. The analysis of USCG tweets provides a real‐world case study of how Twitter is used by organizations to strategically communicate with the public during a disaster event. Like many disaster aid organizations, the USCG must balance competing goals of assisting the impacted population, while continuing to secure funding from the U.S. government. The current study contributes to contingency theory of strategic conflict management literature by applying the theory to a disaster, providing tangible evidence that disaster communication research should consider incorporating different stances across the continuum, sometimes simultaneously, that could help guide strategies, ultimately helping the organization and public being affected during a disaster.

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Section: Discussionsupporting

confidence: 58%

Exploring the U.S. Coast Guard's stance agility on Twitter during Hurricane Harvey

Boman

Valiavska

Bramlett

et al. 2020

Contingencies & Crisis Mgmt

View full text Add to dashboard Cite

show abstract

“…Although they have high crisis perceptions, employees are often given little say in crisis management (Snoeijers and Poels, 2018). Internal crisis communication is critical in creating shared crisis awareness in organizations and to prevent misalignment between employee and organizational understandings and behaviors toward the crisis situations (Jin et al, 2018;Kim, 2018). Employees should be involved in the communication and actions of the organizations because they can and should be major actors in developing a culture of early problem detection and to help organizations better handle the crises (Adamu and Mohamad, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Effects of organizational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention

Chon

Tam

Kim

2021

JCOM

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PurposeThis study explores the interaction effects of organizational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention.Design/methodology/approachSurvey data (N = 476) were collected from US citizens, who self-identified as full-time employees, through Amazon Mechanical Turk (MTurk) in August 2020.FindingsOrganizational conflict history (i.e. highly conflict-prone vs less conflict-prone workplaces) interacts with employees' situational perceptions of COVID-19 (i.e. inactive vs active publics) in affecting employees' negative megaphoning and turnover intention toward their organizations. Employees who are active publics on COVID-19 in highly conflict-prone workplaces reported the highest negative megaphoning and turnover intention. On the contrary, employees who are inactive publics on COVID-19 in less conflict-prone workplaces reported the lowest negative megaphoning and turnover intention.Practical implicationsCOVID-19 is an uncontrollable, exogenous crisis for organizations. While it is expected that employees in highly conflict-prone workplaces would report higher negative megaphoning and turnover intention, this study found that employees' situational perceptions of COVID-19 would further exacerbate the effects. This finding reflects the importance of managing organizational conflicts continuously and preemptively while also segmenting and cultivating relationships with employees based on their situational perceptions of issues and crises.Originality/valueThis study identified the significance of the interaction of cross-situational factors (e.g. employees' recollection of organizational conflict history) and situational factors (e.g. employees' situational perceptions of issues) in affecting employees' negative behavioral intentions in crisis situations, even if the crises are exogenous and uncontrollable.

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“…For reporting, Jin et al (2018) offered an interesting contribution to define the standing of public relations practitioners in the corporate hierarchy and whether they should be considered part of top management. Their findings showed it depends on the respect public relations receive from senior management, how much communication is valued in a crisis and the awareness of the C-suite for the importance of communication.…”

Section: This Matters For Managersmentioning

confidence: 99%

Stakeholder management: the new role of business diplomacy

Falcão

Ramalho

Nobre

2020

JBS

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Purpose Stakeholder relations has been largely based upon a two-way public relations model. Along with this change, business diplomacy emerged as a proposal to renew stakeholder management. It is still uncertain if this proposal adds value to stakeholder management, which this study seeks to clarify. Design/methodology/approach Corporate representatives in charge of stakeholder management were invited to participate in an online survey measuring both public relations and business diplomacy activities. With a sample of 104 companies, factorial analyses were conducted on public relations and business diplomacy activities comparing model quality. Findings This study finds that public relations and business diplomacy activities share identity but not to the point of being fused and are thus different in nature. The best model showed three overarching functions (communication, influence and intelligence) implying that stakeholder management needs both public relations and business diplomacy. Research limitations/implications Findings suggest both public relations and business diplomacy research should be included in advanced stakeholder management studies. Practical implications By acknowledging the role that business diplomacy plays in stakeholder management, companies may place influence at the core of the renewed stakeholder management strategy to better deal with the increasingly complex business environment. Originality/value This study adds clarity to the role of public relations and business diplomacy in stakeholder management based on actual activities developed in organizations and reveals the underlying dimensions of communication, influence and intelligence.

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Crisis communication and ethics: the role of public relations

Cited by 20 publications

References 8 publications

Exploring the U.S. Coast Guard's stance agility on Twitter during Hurricane Harvey

Exploring the U.S. Coast Guard's stance agility on Twitter during Hurricane Harvey

Effects of organizational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention

Stakeholder management: the new role of business diplomacy

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