Legitimation endeavors: Impression management strategies used by an organization in crisis

Allen, Myria Watkins; Caillouet, Rachel Harris

doi:10.1080/03637759409376322

Cited by 321 publications

(167 citation statements)

References 32 publications

(65 reference statements)

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“…In fact, the literature on neutralization techniques has analyzed the justifications used by individuals in a variety of contexts, ranging from juvenile delinquency to consumer behaviors (e.g., Chatzidakis et al 2007;Gruber and Schlegelmilch 2013;Harris and Daunt 2011;Maruna and Copes 2005;Strutton et al 1994). However, corporate justification behaviors have not been extensively studied in the literature, except for some research on marketing and crisis management (Allen and Caillouet 1994;Bolino et al 2008;Fooks et al 2012). Although the recent study by Hahn and Lülfs (2013) focuses on corporate greenwashing practices and the legitimation of negative ecological or social impacts, it does not make clear links with the rather extensive literature on the techniques of neutralization and the justification strategies outlined in it.…”

Section: Managing Impressions Through the Techniques Of Neutralizationmentioning

confidence: 81%

Strategies for Climate Change and Impression Management: A Case Study Among Canada’s Large Industrial Emitters

2014

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This paper explores the justifications and impression management strategies that industrial companies use to rationalize their impacts on climate change. These strategies influence the perceptions of stakeholders through the use of techniques of neutralization intended to legitimize the impacts of corporate operations in the area of climate change. Based on a qualitative and inductive approach, 10 case studies were conducted of large Canadian industrial emitters. Interviews were conducted with managers and environmental specialists (n = 32). Public documentation was also collected when available. This study identifies six main neutralization techniques that industrial emitters use to rationalize their impacts: self-proclaimed excellence, promotion of a systemic view, denial and minimization, denouncing unfair treatment and deceptive appearances, economic and technological blackmail, and blaming others. The paper develops a better understanding of corporate arguments and strategies aimed at influencing the perceptions of stakeholders, including policymakers. The study also contributes to the literature on impression management by shedding light on new strategies and techniques of neutralization used by managers to shape the perceptions of stakeholders on socially sensitive issues.

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Section: Managing Impressions Through the Techniques Of Neutralizationmentioning

confidence: 81%

Strategies for Climate Change and Impression Management: A Case Study Among Canada’s Large Industrial Emitters

2014

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“…It is the potential of strategic ambiguity to serve an enabling function within discourse by allowing divergent objectives to coexist and ideologically diverse groups to, if not work together, then at least work in parallel, that is of interest to us here. Eisenberg (1984) developed his concept of strategic ambiguity in relation to the internal discourse practices of organizations and this is the discourse context in which it has generally been applied (Allen and Caillouet, 1994;Paul and Strbiak, 1997;Sellnow and Ulmer;1995;Weick, 1988). We contend, however, that the concept is equally applicable to discourse contexts in which multiple organizations and individuals interact.…”

Section: Strategic Ambiguity As a Discourse Strategymentioning

confidence: 99%

Strategic ambiguity as a discourse practice: the role of keywords in the discourse on ‘sustainable’ biotechnology

Leitch

Davenport

2007

Discourse Studies

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In this article we examined the ways in which strategic ambiguity (Eisenberg, 1984) in the use of keywords (Williams, 1976(Williams, /1983) served an enabling function within a discourse marked by conflict and ideological divisions. Our analysis focused on the intertextual relationships between five documents intended by the Government to guide the development of biotechnology in New Zealand. Through our analysis we identified 'sustainability' as a keyword and three major roles for the deployment of the discourse strategy of strategic ambiguity in the use of this keyword. First, strategic ambiguity lent an internal and intertextual coherence to the texts (albeit superficial). Second, it allowed multiple perspectives and objectives to co-exist. Third, strategic ambiguity facilitated the participation of discourse actors who subscribed to ideologies that were more or less incommensurable. Disciplines Business | Social and Behavioral Sciences | Strategic Management Policy Publication DetailsThis article was originally published as Leitch, SR and Davenport, S, Strategic ambiguity as a discourse practice: the role of keywords in the discourse on 'sustainable' biotechnology. Discourse Studies, 9 (1) Over the past six years she has collaborated with Dr Davenport on two major projects, the first on the discourses of national science systems and the second on discourses of biotechnology.Dr Sally Davenport is an Associate Professor in the Victoria University of Wellington Management School in New Zealand. Her research interests centre on organizational and stakeholder strategy surrounding the management of science and technology, with a particular focus on the interaction between public sector researchers and private sector companies. Her articles have mainly appeared in research & technology management journals.3 AbstractIn this article we examined the ways in which strategic ambiguity (Eisenberg, 1984) in the use of keywords (Williams, 1976(Williams, /1983) served an enabling function within a discourse marked by conflict and ideological divisions. Our analysis focused on the intertextual relationships between five documents intended by the Government to guide the development of biotechnology in New Zealand. Through our analysis we identified 'sustainability' as a keyword and three major roles for the deployment of the discourse strategy of strategic ambiguity in the use of this keyword. First, strategic ambiguity lent an internal and intertextual coherence to the texts (albeit superficial). Second, it allowed multiple perspectives and objectives to co-exist. Third, strategic ambiguity facilitated the participation of discourse actors who subscribed to ideologies that were more or less incommensurable.4

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“…Crisis response strategies, what management says and does after a crisis, have been studied extensively in management (eg, Bradford and Garrett, 1995 ;Marcus and Goodman, 1991 ;Siomkos and Shrivastava, 1993 ) and communication (eg, Allen and Caillouet, 1994 ;Benoit, 1995 ). A researcher cannot hope to craft the one, perfect list of crisis response strategies.…”

Section: Crisis Response Strategiesmentioning

confidence: 99%

Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory

Coombs

2007

Corp Reputation Rev

1,868

2,550

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Legitimation endeavors: Impression management strategies used by an organization in crisis

Cited by 321 publications

References 32 publications

Strategies for Climate Change and Impression Management: A Case Study Among Canada’s Large Industrial Emitters

Strategies for Climate Change and Impression Management: A Case Study Among Canada’s Large Industrial Emitters

Strategic ambiguity as a discourse practice: the role of keywords in the discourse on ‘sustainable’ biotechnology

Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory

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