Strategic crisis response through changing message frames: a case of airline corporations

Ou, Juanjuan; Wong, IpKin Anthony

doi:10.1080/13683500.2020.1849051

Cited by 30 publications

(25 citation statements)

References 56 publications

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“…Based on the characteristics of RCRS, this can materialize through school fees discount, provision of learning facilities to meet the current academic challenges, and re-establishment of trust, credibility, positive stakeholder relationships, and smooth performativity to restore NPUR. During severe crises as pandemics, caring for the stakeholders' expectations restore the reputation-this is what rebuilding crisis response strategy does Coombs, 2007;Ou & Wong, 2020;Kriyantono & McKenna, 2019). Stakeholders always are perceived as being influential and a significant facet towards reputational sustainability during a crisis.…”

Section: Rebuilding Crisis Response Strategy (Rcrs) Rationale and Reputational Sustainabilitymentioning

confidence: 99%

“…To this effect, accommodative crisis response strategies that prioritize stakeholders' interest and build the publics' confidence during serious pandemic crises, should be employed to sustain reputation . Rebuilding crisis response strategies RCRS in the form of compensation and apology maintain stakeholders' relationships, sustain the reputation and create a positive publics' perception for organizations during a severe crisis irrespective of the type of crisis and crisis responsibility (Ou, & Wong, 2020;Kriyantono, & McKenna, 2019).…”

Section: Rebuilding Crisis Response Strategy (Rcrs) Rationale and Reputational Sustainabilitymentioning

confidence: 99%

“…It is a combination of words and actions. The RCRS operates in words (communication), and in-kind which is the positive action taken by the organization to restore conducive working environments (Seeger & Ulmer, 2002;Ou, & Wong, 2020;Kriyantono & McKenna, 2019). The pandemic mitigation and best response strategies recommended for Nigeria public universities continuity during a pandemic crisis is RCRS, considering its relevancies both in communication and actions.…”

Section: Protecting Organizational Continuitymentioning

confidence: 99%

“…During a pandemic crisis, these plans need to be put in place by the university organizations to protect reputation, regain stakeholders' confidence and maintain customers' expectations. According to SCCT, RCRS meets stakeholders' needs and regains customers' trust, minimizes the seriousness of the pandemic on stakeholders, and protects university reputation (Ou & Wong, 2020;Kriyantono, & McKenna, 2019). Again, to protect customers and employees during a pandemic crisis using RCRS, university organizations can also make provisions for tissues and hand sanitizers, customized face masks for stakeholders use, addressing security and safety issues thus, maintaining order in the university setting.…”

Section: Protecting Customers' Interest (Stakeholders)mentioning

confidence: 99%

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Rebuilding Crisis Response Strategies: Nigerian University Reputation Sustainability during and after the Covid-19 Pandemic Crisis

Dominic¹,

Mahamed²,

Abdullah³

et al. 2021

IJARBSS

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Purpose: The outbreak of the 2019 novel coronavirus (COVID-19) is projected to have severe potential threats to university reputation. This paper aims to examine how rebuilding crisis response strategies (RCRS) will protect and sustain the university's reputations during and after emerging outbreaks of pandemic crises in the Nigerian context. Design/methodology/approach: This review paper is on the synthesis of university covid-19 related news, supported by relevant literature review on Covid-19 and university reputation, and the strength of Situational Crisis Communication Theory's (SCCT) rebuilding response strategies. However, the authors' personal experiences in investigating the trends on pandemic crises and university reputation sustainability also contributed to the study. Findings: This paper predicts that epidemics and pandemics have a potential impact on university reputation, thus, affecting good stakeholders' relationships, positive marketization, smooth functionalization, and favorable working environments. Rebuilding response strategies have the power to protect and rebuild universities' reputations during and after a pandemic crisis. Therefore, rebuilding strategies should be considered by university bodies for reputational sustainability during and after a pandemic crisis in the Nigerian context. Research limitations/implications: This review is limited to the pandemic crisis and its response strategies among Nigerian universities. While Nigerian universities reflect upon how to bring positive changes in terms of university-industry reputation following this Covid-19 pandemic, subsequent research should also consider the best possible crisis response strategy among universities to mitigate the effects of similar future pandemics crises, looking at other geographical contexts. Practical implications: This review paper serves as recommendations for Nigerian universities and policymakers, focusing on reputation sustainability during a pandemic crisis. The suggestions may help in the alleviation of and fight against an emerging pandemic-related outbreak, offers university bodies a newly enriching pandemic response strategy, and partially if not completely mitigate the impact of COVID-19 on the university's reputation.

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Section: Rebuilding Crisis Response Strategy (Rcrs) Rationale and Reputational Sustainabilitymentioning

confidence: 99%

Section: Rebuilding Crisis Response Strategy (Rcrs) Rationale and Reputational Sustainabilitymentioning

confidence: 99%

Section: Protecting Organizational Continuitymentioning

confidence: 99%

Section: Protecting Customers' Interest (Stakeholders)mentioning

confidence: 99%

See 2 more Smart Citations

Rebuilding Crisis Response Strategies: Nigerian University Reputation Sustainability during and after the Covid-19 Pandemic Crisis

Dominic¹,

Mahamed²,

Abdullah³

et al. 2021

IJARBSS

View full text Add to dashboard Cite

show abstract

“…Rapaccini vd. 2020;Hao, Xiao ve Chon, 2020;Ou ve Wong, 2020), daha fazla araştırmaya ihtiyaç vardır. Önümüzdeki süreçte örgüt ve yönetim alanı sürdürülebilir, dayanıklı, esnek iş modelleri ve güçlü kriz yönetim sistemleri oluşturmaya daha fazla odaklanacaktır.…”

Section: Sonuçunclassified

Covid-19 Salgininin Türki̇ye’deki̇ İşletmelere Etki̇leri̇: Sorunlar, Dönüşümler, Olanaklar

Can

2021

Atatürk Üniversitesi İktisadi Ve İdari Bilimler Dergisi

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Bu çalışmanın amacı, Türkiye'de farklı endüstrilerde faaliyet gösteren işletmelerin Covid-19 salgınından nasıl etkilendiklerini, oluşan yeni zorlu koşullara verdikleri yanıtları ve önümüzdeki süreç için öngörülerini analiz etmektir. Bunun için iki farklı elektronik kaynaktan elde edilen ve beş aylık bir süreyi kapsayan toplam 84 haber metni nicel olarak incelenmiştir. Elde edilen bulgulara göstermektedir ki, salgının dayattığı ortak deneyimler bulunsa da krizin etkileri endüstri düzeyinde farklı biçimlerde yaşanmaktadır. Veriler, işletmelerin kriz koşullarına verdikleri tepkilerde, aldıkları önlemlerde ve gelecek beklentilerinde önemli bir çeşitliliğe işaret etmektedir. Salgının işletmelere getirdiği zorluklar kendini hemen hemen tüm iş yapış biçimlerinde ve süreçlerinde gösterirken, lojistik, satış-pazarlama, sağlık ve eğitim gibi endüstrilerde yenilikçi uygulamalar ve dijitalleşme yönünde radikal değişimler yaşanmaktadır. Bu bulgular, hem araştırmacılara hem uygulayıcılara örgütsel sürdürülebilirlik temelinde mevcut bakış açılarını ve modellerini gözden geçirme konusunda önemli bir fırsat sunmaktadır.

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Tackling the Information Overload

Vogler¹,

Meißner²

2022

The Handbook of Crisis Communication

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Strategic crisis response through changing message frames: a case of airline corporations

Cited by 30 publications

References 56 publications

Rebuilding Crisis Response Strategies: Nigerian University Reputation Sustainability during and after the Covid-19 Pandemic Crisis

Rebuilding Crisis Response Strategies: Nigerian University Reputation Sustainability during and after the Covid-19 Pandemic Crisis

Covid-19 Salgininin Türki̇ye’deki̇ İşletmelere Etki̇leri̇: Sorunlar, Dönüşümler, Olanaklar

Tackling the Information Overload

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