Keeping Control: The Importance of Nonverbal Expressions of Power by Organizational Spokespersons in Times of Crisis

Claeys, An‐Sofie; Cauberghe, Veroline

doi:10.1111/jcom.12122

Cited by 44 publications

(35 citation statements)

References 65 publications

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“…Attributions of crisis responsibility may be affected by the degree to which the organizational response to the crisis is considered to be sincere (Choi & Chung, 2012;Risen & Gilovich, 2007). A crisis response that the public perceives as sincere may result in less negative perceptions among stakeholders (Claeys & Cauberghe, 2014a;Claeys et al, 2013;Kim & Cameron, 2011). This may have a positive effect on organizational reputation repair and increase future purchase intentions (Choi & Chung, 2012).…”

Section: The Mediating Role Of Perceived Sinceritymentioning

confidence: 99%

“…However, the effectiveness of humorously framed messages in crisis communication has received little research attention to our knowledge. In the past, crisis communication researchers mainly focused on the effectiveness of reputation‐restoring response strategies as formulated in situational crisis communication theory (SCCT) (e.g., Claeys & Cauberghe, ). More recently, studies have focused on the expression of emotions in crisis communication (e.g., Claeys & Cauberghe, ; Kim & Cameron, ); however, they tended to focus on negative emotions, such as shame and regret (van der Meer & Verhoeven, ) or sadness (Claeys, Cauberghe, & Leysen, ).…”

Section: Introductionmentioning

confidence: 99%

“…In particular, we expect that humorously framed crisis responses may damage the perception of organizational sincerity (Sorensen, ). Sincerity is an important feature of organizational crisis communication in repairing postcrisis reputation (Claeys & Cauberghe, ; Claeys et al., ). When a crisis response message is perceived as insincere, the message will be of little or no value to the public.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Humour as a double‐edged sword in response to crises versus rumours: The effectiveness of humorously framed crisis response messages on social media

Cauberghe

Hudders

2017

Contingencies & Crisis Mgmt

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Two single‐factorial experiments were used to examine the double‐edged sword effect of humorously framed crisis response messages on an organization's postcrisis reputation. While experiment 1 was conducted in a crisis situation, experiment 2 examined its effectiveness in the case of a rumour—that is a crisis situation that is not yet confirmed (and thus, it remains uncertain that the events took place). The results indicate that in a crisis situation, humour decreased the perceived sincerity of the organizational response, resulting in higher perceived organizational responsibility for the crisis and hence diminished organizational reputation. However, in the case of a rumour, humour created a more positive organizational reputation through decreased perceived crisis severity, leading to lower perceived organizational responsibility.

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Section: The Mediating Role Of Perceived Sinceritymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Humour as a double‐edged sword in response to crises versus rumours: The effectiveness of humorously framed crisis response messages on social media

Cauberghe

Hudders

2017

Contingencies & Crisis Mgmt

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“…The vast proportion of studies looked at the diffusion and implementation of crisis preparation measures such as crisis plans, crisis teams, and crisis trainings (Cloudman & Hallahan, 2006;Guth, 1995;J. Lee, Woeste, & Heath, 2007;Schwarz & Pforr, 2011 have shown that speakers with lower voices are perceived as more influential and competent than those with higher voices (Claeys & Cauberghe, 2014a). In addition, low voices are more effective in terms of reputation effects in combination with a slower speech rate, while higher voices are more effective in combination with a higher speech rate (Waele, 2018).…”

Section: Three Perspectives Of Strategic Organizational Crisis Communmentioning

confidence: 99%

The state of strategic organizational crisis communication research in the context of global and digital communication

Schwarz

2019

RAEIC

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publication of specialized journals such as the Journal of International Crisis and Risk Communication indicate the ongoing institutionalization of the field (Schwarz, Seeger, & Auer, 2016a). Moreover, an increasing number of academic and public research centers, primarily at American and European universities, point to the rapid growth and societal relevance of the field (Palenchar, 2010). Within the field of public relations and strategic communication research the management of crisis communication already counts as a vital sub-discipline (Coombs, 2012b). This gain in importance can also be explained by the numerous devastating crisis events which do not only have tremendous social, political, ecological, and economic impact, but also reveal in many cases the complexity and limitations of managing crisis communication as practiced by organizations in various fields of society. This complexity and scope of crises go along with the interdisciplinarity and multiperspectivity of the research field, which in most cases lacks reciprocal reference (Coombs, 2012a; Löffelholz & Schwarz, 2008). However, the key role of communication in the context of crisis situations and especially the role of strategically planned and research-based communication by organizations before, during and after crisis situations have been recognized in practice as well as in academia. This has stimulated further efforts of developing a stronger conceptual and theoretical basis of crisis communication research. Compared to past ontological descriptions of crises, scholars now emphasize the social construction of crises as well as the role of individual and organizational observers and their perceptions. Pearson and Clair (1998, p. 66) defined organizational crisis as "low-probability, high-impact situation that is perceived by critical stakeholders to threaten the viability of the organization and that is subjectively experienced by these individuals as personally and socially threatening." Hearit and Courtright (2004) argued that communication is a constitutive element of the construction of social reality in crisis contexts. Applying this to organizational crises, the authors concluded that "[c]rises are terminological creations conceived by human agents, and consequently, are managed and resolved terminologically. As such, instead of being one component, communication constitutes the quintessence of crisis management" (p. 205). Hence, crises and their interpretations

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“…In the first two phases, the crisis has not yet occurred and therefore preventive actions are the main concern. In phase three, the crisis hits an organization or a system and crisis mitigation measures are required, whereas in the fourth and fifth, a conclusion involving a recovery or catastrophic escalation of the situation gradually emerges (Claeys and Cauberghe, 2014;Mitroff, 1988;Sikich, 1995;Töpfer, 1999).…”

Section: Literature Reviewmentioning

confidence: 99%

Identifying Crisis Threats: A Partial Synthesis of the Literature on Crisis Threat Assessment with Relevance to Public Administrations

Kalbassi¹

2016

JRACR

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The crisis management literature offers a host of theoretical treatises that are relevant to crisis threat assessment in public administrations; however, these insights remain non-cumulative, non-consolidated, and unstructured in a field of individual contributions. Using existing literature regarding crisis definitions, crisis classifications, and crisis threat assessment tools, this exploratory paper identifies crucial analytical approaches to crisis threat assessment with relevance to public administrations. A critical evaluation of the specific research reveals gaps in the theoretical knowledge base and identifies three conceptual requirements for promoting a profound theorization of the field: the provision of relevant crisis threat variables, the specification of these variables, and the consolidation of the existing crisis threat assessment literature.

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Keeping Control: The Importance of Nonverbal Expressions of Power by Organizational Spokespersons in Times of Crisis

Abstract: This paper examines the impact of nonverbal expressions of power by organizational

Cited by 44 publications

References 65 publications

Humour as a double‐edged sword in response to crises versus rumours: The effectiveness of humorously framed crisis response messages on social media

Humour as a double‐edged sword in response to crises versus rumours: The effectiveness of humorously framed crisis response messages on social media

The state of strategic organizational crisis communication research in the context of global and digital communication

Identifying Crisis Threats: A Partial Synthesis of the Literature on Crisis Threat Assessment with Relevance to Public Administrations

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