USS Greeneville collides with Japan’s Ehime Maru: Cultural issues in image repair discourse

Up periscope: understanding submarine command and control teamwork during a simulated return to periscope depth

“…Whilst there are tactical advantages of operating deep (particularly to remain covert), periodically submarines are required to return to periscope depth, which is approximately 20 m from the surface (Bateman 2011). A transition from deep to shallow waters is arguably one of the most dangerous of the routine operations completed by submarines, with potentially catastrophic consequences if it collides with a surface vessel (Drumheller and Benoit 2004). The submarine control room has evolved across decades and so represents a highly advanced system, but that does not mean that it cannot be improved (Stanton 2014).…”

“…A transition from deep to shallow waters is arguably the most dangerous of the routine operations completed by submarines, understanding what type of vessels surround the submarine (e.g. fishing vessels with trawl nets) appears to be a key task to cope with increased workload in complex waters (Drumheller and Benoit 2004).…”

Deutsche Telekom’s spying scandal: An international application of the image repair discourse

“…These studies looked into public diplomacy efforts to manage a country's image (Drumheller & Benoit, 2004;Peijuan, Ting, & Pang, 2009;Zhang & Benoit, 2004) and corporate practices in the aftermath of crises (Huang, Lin & Su, 2005). For example, Drumheller and Benoit (2004) analyzed the cultural issues within the image repair strategies enacted by the U.S. Navy after the collision of the USS Greeneville with a Japanese trawler. The analysis revealed that U.S. Navy's apology came too late and, therefore, the image repair attempts were less successful with the Japanese people who aimed to have the USS Greeneville's captain courtmartialled.…”

The Effect of Socially Mediated Public Relations Crises on Planned Behavior: How TPB Can Help Both Corporations and Nonprofits

“…Openness ''allows the organization to be proactive in presenting its view of the crisis to the media'' (Seeger, 1997, p. 245). Unfortunately, the stress of needing quick responses can complicate good decision-making (Benoit & Brinson, 1994;Drumheller & Benoit, 2004;Seeger et al, 1998).…”

“…In separate rhetorical analyses of the apologies, neither organization was found to engage in mortification (Drumheller, Gerlich, Brock, & Kinsky, 2012;Drumheller, Gerlich, & Kinsky, 2013). Mortification reflects the sincerity of saying ''I'm sorry that I hit you,'' rather than ''I'm sorry that you are upset that I hit you'' (Drumheller & Benoit, 2004). Both organizations relied heavily on bolstering, instead, which involves reiterating the good deeds and positive past of the organization to revive the stakeholders' positive affect for an organization (Benoit, 1995).…”