Victims as Stakeholders: Insights from the Intersection of Psychosocial, Ethical, and Crisis Communication Paths

Jong, Wouter; Brataas, Kjell

doi:10.30658/jicrcr.4.1.3

Cited by 8 publications

(7 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In our experience, this may be more challenging, but the outcome is more gratifying. In agreement with authors like Jong and Brataas (2021), interacting with affected stakeholders and uncovering their perspectives help to complement the understanding of reality in challenging contexts. As a result, we propose that configurational or other qualitative methods are employed in addition to correlation analysis when the reality in diverse manners is interpreted.…”

Section: Discussionsupporting

confidence: 58%

“…From this perspective, stakeholders make their attributions to critically assess an event and the implicated company (Gigliotti, 2020). In this sense, evaluators may be more motivated to share their opinions and feelings if they are somehow affected by the crisis, regardless of whether they are stakeholders of the implicated company (Jong & Brataas, 2021).…”

Section: Crisis and Crisis Responsementioning

confidence: 99%

See 1 more Smart Citation

Stakeholder perceptions in organizational crisis management: exploring alternative configurations

Contreras-Pacheco

Claasen

Garrigós‐Simón

2022

Journal of Management & Organization

View full text Add to dashboard Cite

Crises are socially constructed. Affected stakeholders of an organizational crisis conceive complex associations between their perceptions of the implicated company's response and about the company itself. The study moves away from a simple cause–effect view by deriving alternative configurations of these associations. This approach allows for a better understanding of how stakeholders attribute responsibility for a critical event and the resulting crisis faced by the company that caused it. Using partial least squares structural equation modeling and fuzzy-set qualitative comparative analysis, we analyze insights of 325 families affected by an environmental incident in 2018 involving Colombia's largest company. We establish a correlation between stakeholders' perceptions of crisis response timeliness and credibility. Accordingly, we expand on how perceptions affect organizational judgments. Finally, we propose that trustworthiness and reputation are antecedents to how organizational crisis response is perceived and how these antecedents affect the degree of the severity of the company crisis.

show abstract

Section: Discussionsupporting

confidence: 58%

Section: Crisis and Crisis Responsementioning

confidence: 99%

Stakeholder perceptions in organizational crisis management: exploring alternative configurations

Contreras-Pacheco

Claasen

Garrigós‐Simón

2022

Journal of Management & Organization

View full text Add to dashboard Cite

show abstract

“…However, the theory does not examine stakeholder or victims' reactions, which Coombs (2010) argued required further attention. Understanding stakeholders and victims' perspectives seem to increasingly dominate research (see for instance, Im et al ., 2021; Jong and Brataas, 2021; Wei and Kim, 2021).…”

Section: Discussionmentioning

confidence: 99%

The Catholic Church abuse scandal in Ireland: two steps forward, one step back by Pope Francis?

Pang

Hogan

Andrasevic

2021

CCIJ

View full text Add to dashboard Cite

PurposeIreland is viewed as the shining base for Catholicism. That image is shattered as survivors revealed the abuse in the Magdalene Laundries and Mother and Baby Homes, and sexual abuse by priests. This study aims to examine image repair efforts by the Pope during his August 2018 visit.Design/methodology/approachExamined against the Letter of His Holiness released days earlier, this study evaluates all the Pope's speeches during his visit to Ireland using the image repair theory (Benoit and Pang, 2008) as its theoretical lens.FindingsPope Francis used the evasion of responsibility strategy to address the Magdalene Laundries and Mother and Baby Homes scandal and denial, corrective action and mortification for sex abuse crisis.Research limitations/implicationsAddresses call by Ferguson et al. (2018) to examine the consistency and effectiveness of strategies.Practical implicationsBeyond rhetoric, stakeholders would be looking to organizational leaders to provide relief and concrete steps to recover from their pain.Originality/valueA leader's narratives represent the organization's narratives; thus, insights from this study can help leaders plan what they should say when conducting image repair. It is not just their own reputations that are on the line but, in this case, it is also the reputations of the people they represent

show abstract

“…lower productivity) but also for the individual (e.g. burn out or job termination), its study also pronounces the ethical obligation of organizations to take care of those directly affected by a crisis (Jong and Brataas, 2021), which applies not only to external victims, but also equally to employees suffering from the burdens of a crisis.…”

Section: Introductionmentioning

confidence: 99%

Employee-centric perspective on organizational crisis: how organizational transparency and support help to mitigate employees' uncertainty, negative emotions and job disengagement

Ruppel

Stranzl²,

Einwiller³

2022

CCIJ

View full text Add to dashboard Cite

PurposeThe study focuses on the negative implications that an organizational crisis can have for individual employees. Specifically, it considers job-related uncertainty, negative emotions (anxiety and frustration) and job disengagement. Through the lens of the social exchange theory, it is argued that internal crisis communication needs to provide sufficient socioemotional resources to their employees in order to mitigate these negative outcomes. In particular, the study argues for internal crisis communication that fosters organizational transparency and organizational support to achieve these mitigating effects.Design/methodology/approachAn online survey among employees in Austria was administered one year after the outbreak of the COVID-19 pandemic – this specific crisis context particularly evoked job-related uncertainty and negative emotions which are considered relevant drivers of job disengagement. The hypotheses were tested using structural equation modeling based on a sample of N = 410.FindingsResults show that employees' perceptions of job-related uncertainty are strongly linked to job-related anxiety and frustration; job-related frustration, in turn, strongly influences job disengagement. Overall, employees' perceptions of organizational transparency and organizational support contribute both to prevent the risk of job disengagement; however, the processes how these effects evolve differ. Whereas organizational transparency works on the cognitive level via a reduction of employees' perceptions of uncertainty, organizational support shows its effect on the emotional level through a reduction of job frustration.Originality/valueThe study contributes to the scarce research on how internal crisis communication can address employees' uncertainty, negative emotions and job disengagement during a crisis. Moreover, despite the lack of organizational responsibility for creating the crisis, the study emphasizes organizational accountability to respond to the needs of its employees to mitigate negative effects.

show abstract

Victims as Stakeholders: Insights from the Intersection of Psychosocial, Ethical, and Crisis Communication Paths

Cited by 8 publications

References 47 publications

Stakeholder perceptions in organizational crisis management: exploring alternative configurations

Stakeholder perceptions in organizational crisis management: exploring alternative configurations

The Catholic Church abuse scandal in Ireland: two steps forward, one step back by Pope Francis?

Employee-centric perspective on organizational crisis: how organizational transparency and support help to mitigate employees' uncertainty, negative emotions and job disengagement

Contact Info

Product

Resources

About