Crisis Communication Strategy on Social Media and the Public’s Cognitive and Affective Responses: A Case of Foster Farms Salmonella Outbreak

Chung, Surin; Lee, Suman

doi:10.1080/08824096.2016.1224170

Cited by 10 publications

(13 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Some scholars recommend using informational messages and tactics in social media, rather than apology messages. They argue that informational messages speed up and increase secondary crisis communication in social media at the same time as such messages generate greater acceptance of the crisis managing organization and shape more positive attitudes than messages containing emotional apologies (Chung & Lee, 2016;Schultz et al, 2011). Meanwhile, several studies argue that different forms of message strategies are needed in social media and web environments, depending on the type of crisis and the publics' emotions (Park & Cameron, 2014;Schultz et al, 2011).…”

Section: Resultsmentioning

confidence: 99%

Lessons for Crisis Communication on Social Media: A Systematic Review of What Research Tells the Practice

Eriksson

2018

International Journal of Strategic Communication

165

View full text Add to dashboard Cite

This study analyzes explicit pieces of advice for effective social media crisis communication given by researchers in various subdisciplines of strategic communication. The themes are identified by a systematic content analysis of peer-reviewed journal articles and conference papers (n = 104) published between 2004 and 2017. Five overall thematic "lessons" are identified and critically discussed. These are that effective social media crisis communication is about: (1) exploiting social media's potential to create dialogue and to choose the right message, source and timing; (2) performing precrisis work and developing an understanding of the social media logic; (3) using social media monitoring; (4) continuing to prioritize traditional media in crisis situations; and finally, (5) just using social media in strategic crisis communication. These guidelines mainly emerged from quantitative research conducted in the context of the United Stated and on Twitter. There is need for more research focusing on other platforms and other empirical material. There is also a future need for an in-depth methodological discussion of how to further bridge the gap between research and practice on a global scale, and how to develop more evidence-based recommendations for strategic crisis communication practitioners.

show abstract

Section: Resultsmentioning

confidence: 99%

Lessons for Crisis Communication on Social Media: A Systematic Review of What Research Tells the Practice

Eriksson

2018

International Journal of Strategic Communication

165

View full text Add to dashboard Cite

show abstract

“…In general, a crisis management process concerns two broad objectives: (1) protecting publics from any potential risk and (2) protecting an organization’s reputation (Coombs, 2009). In the light of these goals, scholars have recommended that organizations address the physical and psychological threats to victims by providing risk information before delivering a crisis message to repair a reputation (Coombs, 2007; Chung & Lee, 2016; Sturges, 1994). Although both responsibility and sympathy are major components of a corporate apology, they are used in attempts to lessen negative reactions from the organization’s various publics and protect its reputation.…”

Section: Discussionmentioning

confidence: 99%

Crisis Management and Corporate Apology: The Effects of Causal Attribution and Apology Type on Publics’ Cognitive and Affective Responses

Chung

Lee

2017

International Journal of Business Communication

Self Cite

View full text Add to dashboard Cite

This study examined how corporate apologies influence cognitive and affective public responses (public anger, negative impression, distrust) during an aviation crisis. A total of 192 participants were exposed to one of the two types of causal attribution (internal vs. external) and one of the two types of corporate apology (responsibility-oriented vs. sympathy-oriented). This study found that a responsibility-oriented apology significantly more reduced public anger, negative impression, and distrust of an airline company than a sympathy-oriented apology in an internal/controllable crisis situation. Theoretical and practical implications as well as directions for future research are discussed.

show abstract

“…Message strategy regarding pandemic. Previous studies of business message themes during a crisis have found a mix of instructing and adjusting information, consistent with SCCT (Chung and Lee, 2016;Sturges, 1994). The next two research questions focus on message themes.…”

Section: Research Questionsmentioning

confidence: 66%

Pandemic messaging to connect or to sell? B2B messaging strategies on LinkedIn regarding COVID-19

Brewer

Imes

2023

CCIJ

View full text Add to dashboard Cite

PurposeThis study examines how the world's largest business-to-business (B2B) firms communicated about coronavirus disease 2019 (COVID-19) on LinkedIn during the first months of the pandemic. A Situational Crisis Communication Theory (SCCT) framework (Coombs, 2004) is used to assess how pandemic message themes resembled and differed from those utilized in past crises.Design/methodology/approachResearchers examined all LinkedIn posts made by the 20 largest global B2B firms during February–October 2020 and assigned the posts to five message themes.FindingsConsistent with past crises, firms conveyed “instructing” information designed to help social media followers cope. However, some businesses also promoted products for use in dealing with COVID-19. This stands in contrast to past reluctance to promote products during a crisis due to fears of being viewed as acting inappropriately. Surprisingly, only about 9% of all posts related to COVID-19.Research limitations/implicationsResearch focused on the LinkedIn posts of the 20 largest B2B firms, limiting generalizability for smaller firms and for other social networks.Practical implicationsThis study provides insights into how marketers can communicate to their stakeholders during a crisis.Social implicationsThis study examines how reaction to COVID-19 was similar and different from message themes found during previous crises.Originality/valueThis study is one of the first to examine how businesses use LinkedIn to communicate with key constituencies. This study examines whether SCCT predicted strategies used by global B2B firms during the pandemic and considers whether expectations regarding crises may be changing.

show abstract

Crisis Communication Strategy on Social Media and the Public’s Cognitive and Affective Responses: A Case of Foster Farms Salmonella Outbreak

Cited by 10 publications

References 9 publications

Lessons for Crisis Communication on Social Media: A Systematic Review of What Research Tells the Practice

Lessons for Crisis Communication on Social Media: A Systematic Review of What Research Tells the Practice

Crisis Management and Corporate Apology: The Effects of Causal Attribution and Apology Type on Publics’ Cognitive and Affective Responses

Pandemic messaging to connect or to sell? B2B messaging strategies on LinkedIn regarding COVID-19

Contact Info

Product

Resources

About