Organization–Public Relationships and Crisis Response Strategies: Impact on Attribution of Responsibility

Brown, Kenon A.; White, Christopher C.

doi:10.1080/1062726x.2010.504792

Cited by 93 publications

(71 citation statements)

References 17 publications

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“…This finding indicates the presence of crisis itself tends to negatively affect the relationship quality and that the publics examined were not influenced by the use of crisis response strategies. These findings are consistent with those of a previous study (Brown & White, 2011), and this study can therefore conclude that organizational efforts to manage and cultivate positive relationships with publics are more important than using crisis response strategies. More important, as indicated by the post hoc analysis, members of publics who positively evaluated their relationship with the organization prior to learning about the crisis were more likely to continue to positively evaluate their relationship with the organization even after learning about the organization's crisis.…”

Section: Discussionsupporting

confidence: 94%

“…This study found that none of the tested crisis response strategies were helpful in reducing public blame surrounding the featured organization's responsibility in the crisis. Although no effect was found, this study's results are consistent with earlier studies (Brown & White, 2011;Haigh & Dardis, 2008) that tested the effect of crisis response strategies on attribution of an organization's crisis responsibility. This insignificant finding from this study could be explained by considering issues of stimuli.…”

Section: Discussionsupporting

confidence: 93%

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The Effects of Crisis Response Strategies on Relationship Quality Outcomes

Brown

2013

International Journal of Business Communication

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This study investigated the effects of crisis response strategies on the attribution of an organization's crisis responsibilities and relationship quality outcomes and determined the linkages among relationship quality outcome indicators. This study found that none of the tested crisis response strategies were helpful in reducing public blame surrounding the featured organization's responsibility in the crisis. This study also found that the presence of crisis itself tends to negatively affect the relationship quality and that the publics examined were not influenced by the use of crisis response strategies. Keywords public relations, organizational communication, crisis managementSince crises strain organization-public relationships (OPRs), it is essential to cultivate and maintain pre-crisis ties (Coombs, 2007a;Fearn-Banks, 2007). An organization's efforts to cultivate relationships with its publics can influence how those publics perceive both the crisis and the organization involved. These relationships shape how organizations will respond during and after a crisis. Coombs (2000) developed a proposed framework for applying the relational paradigm to crisis communication using attribution theory, the basis for his Situational Crisis Communication Theory (SCCT). Since Coombs's contribution, scholars have continued to expand the theoretical basis behind the relational approach to crisis communication (e.g., Lee, 2007;Taylor, 2007).

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Section: Discussionsupporting

confidence: 94%

Section: Discussionsupporting

confidence: 93%

The Effects of Crisis Response Strategies on Relationship Quality Outcomes

Brown

2013

International Journal of Business Communication

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“…According to a recent market report, among all age groups, adults between 18 and 24 years old consume convenient meals most often (Packaged Facts, 2010). In addition, college students are reported to rely heavily on convenience foods due to limited time and lack of money (K. N. Brown et al, 2011). Because crises used in our study were related to a ready-to-eat meal…”

Section: Participantsmentioning

confidence: 99%

“…A majority of crisis communication research has also focused either on content analyzing reputation management crisis-response strategies employed by organizations in crises (Benoit, 1997(Benoit, , 2006 or testing the effectiveness of reputation management crisisresponse strategies (K. A. Brown & White, 2011;Coombs, 1998Coombs, , 2007Coombs & Holladay, 2002;Coombs & Schmidt, 2000).…”

mentioning

confidence: 99%

Revisiting the Effectiveness of Base Crisis Response Strategies in Comparison of Reputation Management Crisis Responses

Kim

Sung

2013

Journal of Public Relations Research

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This experimental study found that employing reputation management crisis-response strategies was no better than adopting only the base crisis-response strategy (i.e., instructing and adjusting information) in terms of generating positive responses from the public. Two-sided messages (i.e., sharing both positive and negative information) in crisis communication were found to be more effective than one-sided messages in a victim crisis. In addition, even in a preventable crisis, one-sided messages (i.e., sharing only positive information) were not more effective than two-sided messages. Finally, the study found little support for Situational Crisis Communication Theory (SCCT)'s recommendations for the best crisis response strategy selections.No organizations are free from crises. A company's reputation can be destroyed in seconds by a single incident. Mishandled and sluggish corporate crisis responses often allow a single trigger event to result in a full-blown crisis, tarnishing a sterling reputation built by stellar performance and hard work. For instance, Toyota had enjoyed a positive reputation before the recall crisis in 2010. Toyota spent decades working to earn the respect of US customers through quality control and continuous improvement of its products (Goodman, 2010). However, the company confronted the biggest reputational implosion in its history after the crisis, despite its enormous reputation-repair efforts. Due to the tremendous reputational threat associated with a crisis, corporations tend to emphasize reputation repair as a main goal for their crisis responses (Kim, Avery, & Lariscy, 2011), often resulting in negligence in providing base crisis responses (i.e., instructing and adjusting information). This predominant emphasis on reputation management also drives the crisis communication of organizations reluctant to share negative information about themselves. This is why the most common reputation management strategies adopted by organizations in crises are denial (i.e., denying any responsibility for the crisis) and bolstering (i.e., emphasizing the company's previous good deeds) strategies (Kim, Avery, & Lariscy, 2009).

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“…Çalışma kapsamında daha önceki benzer araştırmalarda tercih edildiği gibi (örneğin Ki ve Brown, 2013;Brown ve White, 2011;Park ve Reber, 2011) anket ve yarı deneysel yöntem türlerinden olan farklı bireylerin, farklı deney gruplarına seçildiği ve böylece farklı deney koşullarına tabi tutulduğu bir deneysel tasarım türü olan denekler arası araştırma deseni kullanılmıştır.…”

Section: Araştırmanın Yöntemiunclassified

Durumsal Kriz İletişimi Teorisi Çerçevesinde Örgüt-Kamu İlişkisinin ve Kriz Tepki Stratejilerinin Sorumluluk Atfetme Düzeyine ve Örgütsel İtibar Algısına Etkileri

Akbulut¹

2016

e-GİFDER

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ÖZBu çalışmanın amacı durumsal kriz iletişimi teorisinin temel varsayımlarından hareketle örgüt-kamu ilişkisinin ve kriz tepki stratejilerinin krize ilişkin örgüte atfedilen sorumluluk düzeyine ve örgütsel itibar algısına olan etkilerini analiz etmektir. Araştırma toplam 316 katılımcı üzerinden, yapay/uydurma bir senaryo ve yarı-deneysel bir yöntem kullanılarak gerçekleştirilmiştir. Araştırma sonuçları örgüt-kamu ilişkileri ile kriz sorumluluk atıf düzeyi arasında negatif yönde ve ters orantılı bir ilişki olduğunu, örgüt ile olan ilişkilerini daha olumlu bulanların olumsuz bulanlara oranla krizden dolayı örgüte daha düşük düzeyde bir sorumluluk atfettiklerini ortaya koymaktadır. Elde edilen bulgulara göre kriz tepki stratejilerinden özür dileme ve gerekçelendirme stratejileri hatırlatma stratejisine göre, suçu başkasına atma stratejisi ise hem özür dileme hem de hatırlatma stratejilerine göre krizden dolayı örgüte atfedilen sorumluluk düzeyini artırmaktadır. Çalışma kapsamında elde edilen bulgular özür dileme ve hatırlatma stratejilerinin kriz sorumluluk atıf düzeyi bağlamında örgüt açısından daha iyi sonuçlar verdiğini göstermektedir. Bununla birlikte elde edilen bulgular seçilen tepki stratejisi ne olursa olsun örgüt ile kamuları arasındaki ilişkiyi olumsuz değerlendirenlerin olumlu değerlendirenlere göre krizden dolayı örgütü suçlamaya daha eğilimli olduklarını ortaya koymaktadır. Örgüt-kamu ilişkisine dair algılar ile kriz sorumluluk atıf düzeyi arasındaki ilişki en fazla sırasıyla gerekçelendirme, özür dileme, suçu başkasına atma ve hatırlatma stratejileri çerçevesinde gerçekleşmektedir. Araştırma bulguları kriz sorumluluk atıf düzeyinin yüksek olmasının örgütsel itibar algısını olumsuz yönde etkilediğini ortaya koymaktadır. Elde edilen bulgulara göre kriz sorumluluk atıf düzeyi ile örgütsel itibar arasındaki negatif yönde ve ters orantılı en kuvvetli ilişki suçu başkasına atma stratejisi, en zayıf ilişki ise hatırlatma stratejisi bağlamında gerçekleşmektedir.Anahtar Kelimeler: Durumsal kriz iletişimi teorisi, örgüt-kamu ilişkisi, kriz tepki stratejileri, sorumluluk atfetme, örgütsel itibar THE EFFECTS OF THE ORGANIZATION-PUBLIC RELATIONSHIPS AND CRISIS RESPONSE STRATEGIES ON LEVEL OF ATTRIBUTION OF RESPONSIBILITY AND PERCEPTION OF ORGANIZATIONAL REPUTATION BASED ON SITUATIONAL CRISIS COMMUNICATION THEORY ABSTRACTThe purpose of this study is to analyze the effects of organization-public relationship and crisis response strategies to the level of responsibility attributed to the organization related to crisis and the perception of organizational reputation in terms of underlying assumptions of the situational crisis communication theory. Total 1 Yrd. Doç. Dr. Atatürk Üniversitesi İletişim Fakültesi, eyyup.akbulut@atauni.edu.tr

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Organization–Public Relationships and Crisis Response Strategies: Impact on Attribution of Responsibility

Cited by 93 publications

References 17 publications

The Effects of Crisis Response Strategies on Relationship Quality Outcomes

The Effects of Crisis Response Strategies on Relationship Quality Outcomes

Revisiting the Effectiveness of Base Crisis Response Strategies in Comparison of Reputation Management Crisis Responses

Durumsal Kriz İletişimi Teorisi Çerçevesinde Örgüt-Kamu İlişkisinin ve Kriz Tepki Stratejilerinin Sorumluluk Atfetme Düzeyine ve Örgütsel İtibar Algısına Etkileri

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