Crisis Management

Coombs, W. Timothy; Costantini, Rebecca

doi:10.4324/9781315148106-10

Cited by 13 publications

(20 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…While there were some curated workshops for faculty to support the transition to remote instruction or panels on anti-Asian animus, these were infrequent and isolated in nature. Such efforts align with Coombs’ (2007b) recommendation for organizations to navigate “crises with low attributions of crisis responsibility and an intensifying factor, [by] add[ing] compensation” (p. 11). Framed as a public health crisis that is beyond the control of universities, with the aggravating concern of anti-Asian attacks, few universities added material or symbolic resources; and, those that did, only demonstrated such efforts in the immediate aftermath of a rise in hate crimes in California in March 2020.…”

Section: Discussionmentioning

confidence: 89%

“…Yet, as Taylor and Kent (2007) suggest, having a website specific for an enduring crisis is largely regarded as a best practice. Indeed, Coombs (2007b) extends this further by suggesting that effective crisis communication requires specialized responsiveness; in short, websites are an increasingly expected part of an organization’s digital footprint and crisis responsiveness. It is not surprising, therefore, that all of these universities had a webpage designated for COVID-19 by the time data collection started in June 2020.…”

Section: Discussionmentioning

confidence: 89%

See 1 more Smart Citation

Intertwined Crises: California’s Public Universities’ Responses to COVID-19 and Anti-Asian Animus, January 2020 to June 2021

Samayoa

Nguyen

Lally

et al. 2022

American Behavioral Scientist

View full text Add to dashboard Cite

COVID-19 ravaged everyday life for individuals across the globe, but its impact was especially harmful to Asian Americans who suffered both a notably high risk of infection and hospitalization, as well as a sharp rise in anti-Asian racism. In this article, we take these intertwined issues—a synergistic interaction between a novel virus and the deeply rooted racism rendering Asian Americans as perennial foreigners—to interrogate whether and how organizations’ early responses to COVID-evidenced communicative strategies that acknowledged the crises that unraveled throughout 2020. Through the framings of Situational Crisis Communication Theory and Racialized Organizations, this study considers what repertoire of crisis communication strategies do public institutions employ to address COVID-19 and what do these responses reveal about racialized inequality in higher education? The findings draw from an original archive of 2,723 public community messages across 31 public institutions in the University of California and California State University systems and demonstrate a deprioritization of responsiveness to anti-Asian animus amid the multiple issues emergent from COVID-19; rather than taking the opportunity to foreground universities’ capacity to respond to this crisis, institutions often redirected their responsibility. Such evidence reveals that universities are racialized organizations that employ management strategies that remain ill-prepared to not only manage racialized inequality throughout the crises of the COVID-19 syndemic but also to interrupt racism’s durability.

show abstract

Section: Discussionmentioning

confidence: 89%

Section: Discussionmentioning

confidence: 89%

Intertwined Crises: California’s Public Universities’ Responses to COVID-19 and Anti-Asian Animus, January 2020 to June 2021

Samayoa

Nguyen

Lally

et al. 2022

American Behavioral Scientist

View full text Add to dashboard Cite

show abstract

“…Previous research (e.g. Benoit, 1995;Brinson & Benoit, 1999;Coombs, 2006) has shown the strategy of separation as one avenue for responding to organizational wrongdoing; in this project, the separation strategy worked in several ways. First, the discourses in these cases served as methods of dissociation-"arguments that break links … [and] bifurcate a unitary concept"-creating separation between the organization and wrongdoing (Hearit, 1995, p. 6).…”

Section: Protecting Legitimacy Through Movement Toward Mission and Se...mentioning

confidence: 95%

“…Nonprofit research indicates that NPOs facing charges of wrongdoing, by virtue of their distinctiveness, may be "more susceptible than other types of organizations to public disillusionment" (Gibelman & Gelman, 2004, p. 377). Multiple studies have examined the rhetoric surrounding for-profit/corporate wrongdoing and crisis (e.g., Benoit, 1995;Coombs, 2006;Hearit, 1995). As Hearit (1995) argued, "corporations charged with wrongdoing often face social legitimation crises" (p. 3).…”

mentioning

confidence: 99%

Granted Utility, a Proposal for the Rhetoric of Nonprofit Wrongdoing

Jones-Bodie

2022

Management Communication Quarterly

View full text Add to dashboard Cite

This article explores the discourse of nonprofit wrongdoing through a thematic analysis of over 450 texts, including media coverage and organizational responses, surrounding four cases of nonprofit wrongdoing. These cases include theft, mismanagement of funds, lying about 9/11, and administering unintentional yet lethal doses of medication. The findings extend prior work on organizational rhetoric and propose the notion of granted utility – an assumed foundational view of the usefulness and underlying benefit of nonprofit organizations – as key for understanding nonprofit rhetoric. The findings suggest that recognizing granted utility allows organizations to focus on answering responsibility-focused questions of organizational legitimacy while maintaining utility-focused messages that reinforce granted utility when wrongdoing occurs.

show abstract

“…No organization is immune to crisis (Coombs, 2007a; Lerbinger, 2012). As maintained by Spillan and Hough (2003), ‘no business is immune to the potential devastation of crises’.…”

Section: Introductionmentioning

confidence: 99%

A scoping review: Inquiring into the potency of response source credibility (RSC) towards enhancing crisis response strategies

Dominic,

Mahamed,

Abdullah

et al. 2024

Contingencies & Crisis Mgmt

View full text Add to dashboard Cite

It is paramount to consider that organizations are not immune to crises. Communicating solutions to the cataclysm is indispensable when the response source is credible. Our article answers recent calls for more research into the efficacy of organizational response source credibility (RSC) during crises and maintaining reputation. RSC (trustworthiness) is one of the indispensable prerequisites for achieving effective result‐oriented crisis response strategies and sustaining reputation in times of crisis. This article is a scoping review regarding the potential of RSC on crisis response strategies. The findings from this review raises the awareness of the crisis managers about the relevance of source credibility towards making crisis response effective and maintaining reputation during a crisis situation. This article provides insights to help crisis managers, institutions and policy‐makers develop specific effective crisis response strategies using a credible source to boost stakeholders' confidence and maintain a good reputation during an organizational crisis. This article fills the gap in the crisis communication domain concerning the limited amount of information regarding factors that influence the efficacy of crisis response strategies. The originality of this article is validated by the systematic scoping review used.

show abstract

Crisis Management

Cited by 13 publications

References 0 publications

Intertwined Crises: California’s Public Universities’ Responses to COVID-19 and Anti-Asian Animus, January 2020 to June 2021

Intertwined Crises: California’s Public Universities’ Responses to COVID-19 and Anti-Asian Animus, January 2020 to June 2021

Granted Utility, a Proposal for the Rhetoric of Nonprofit Wrongdoing

A scoping review: Inquiring into the potency of response source credibility (RSC) towards enhancing crisis response strategies

Contact Info

Product

Resources

About