Newsgroups, activist publics, and corporate apologia: The case of Intel and its Pentium chip

Hearit, Keith Michael

doi:10.1016/s0363-8111(99)00020-x

Cited by 69 publications

(39 citation statements)

References 9 publications

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“…Accepting responsibility is effective (Bradford & Garrett, 1995). Mortification (full apology) works well as a way to reduce damage and move on from the response stage (Coombs, 2011;Hearit, 1999Hearit, , 2005Ihlen, 2002;Legg, 2009;Sheldon & Sallot, 2008).…”

Section: The Study and Choice Of Crisis Strategiesmentioning

confidence: 99%

Crisis Communication Response and Political Communities: The Unusual Case of Toronto Mayor Rob Ford

Koerber

2014

Canadian Journal of Communication

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Section: The Study and Choice Of Crisis Strategiesmentioning

confidence: 99%

Crisis Communication Response and Political Communities: The Unusual Case of Toronto Mayor Rob Ford

Koerber

2014

Canadian Journal of Communication

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“…However, in reality crises often evolve from many small changes inside or outside an organization and can produce disproportionately large effects. Firestonse's tires (Blaney et al 2002) and Intel's processing chip (Hearit 1999) are examples of crises, where small changes were not handled or even observed in an early stage. In the complexity orientation requisite variety is an advantage that is facilitated by the management and small emergent changes are made to avoid a large crisis.…”

Section: The Postmodern Traditionmentioning

confidence: 99%

Internal Crisis Communication – The Future of Crisis Management

Heide

2013

Handbuch Krisenmanagement

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The aim of the chapter is to discuss internal crisis communication and why it is important to pay more attention to co-workers and internal aspects of crisis management. Both crisis management research and practice have a lot to win by taking the internal perspective seriously. The chapter starts with a discussion about the need of more meta-theoretical reflections in order to develop the field of crisis management. Two contrasting traditions are presented and discussed -the modern and the postmodern tradition. Within the modern tradition rationality and control is emphasized. Crisis situations are here managed as fire emergency responses and thus managed in a reactive way. The postmodern tradition is based in social constructionism, meaning that people's perception and sensemaking of a situation is put in the center. According to this tradition there exists no objective reality, only enacted realities. Postmodern scholars are skeptical to standard solutions in crisis management, and organizational crisis are seen as normal phases in a natural on-going evolution. From a postmodern perspective co-workers are the most important resource in crisis management. They have many sensitive tentacles and therefore excellent qualifications to early detect weak signals of changes that might lead to a crisis. Further, during a crisis it is important to also focus the co-workers and not solely communicate with external groups. Co-workers need early to receive information about the crisis, but first and foremost occasions to discuss and get help to make sense of the situation. After a crisis internal communication is fundamental for the reflection and development of new understandings, routines, knowledge and actions. Internal crisis

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“…This is a line of research that Keith Michael Hearit (Western Michigan University) has pursued for a number of years (e.g., Hearit, 1994Hearit, , 1995aHearit, , 1995bHearit, , 1996Hearit, , 1997Hearit, , 1999Hearit, , 2001. The rhetorical term that Hearit has helped to popularize in public relations is apologia*''a broad term that means to respond to organizational criticism by offering a vigorous and compelling defense' ' (p. 4).…”

Section: For the Rhetorically Interestedmentioning

confidence: 99%

Love in Tough Times: Crisis Communication and Public Relations

Ihlen¹

2010

Review of Communication

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Newsgroups, activist publics, and corporate apologia: The case of Intel and its Pentium chip

Cited by 69 publications

References 9 publications

Crisis Communication Response and Political Communities: The Unusual Case of Toronto Mayor Rob Ford

Crisis Communication Response and Political Communities: The Unusual Case of Toronto Mayor Rob Ford

Internal Crisis Communication – The Future of Crisis Management

Love in Tough Times: Crisis Communication and Public Relations

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