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1 – 10 of over 75000Crisis-prone organizations are reactive and unprepared, and are characterized by deficiencies in damage containment mechanisms (DCMs), which are tools and processes intended to…
Abstract
Purpose
Crisis-prone organizations are reactive and unprepared, and are characterized by deficiencies in damage containment mechanisms (DCMs), which are tools and processes intended to prevent and/or manage crises. In the literature, DCMs are usually studied piecemeal and have not been studied in health organizations in a broader organizational context. Thus, this study aims to identify the use of DCMs and the frequency with which they are inspected, maintained and reviewed for design flaws.
Design/methodology/approach
Data were obtained by questionnaire from decision-making executives in hospitals, medical centers, aged care, pharmacies, dental clinics and practices in physiotherapy, chiropractic and podiatry.
Findings
Heavy reliance was placed on planning and technological DCMs while human and social methods were typically not considered. Organizations considered limited crisis types and there was a disconnect between the types of DCMs and the crises they targeted. Over half the organizations reviewed DCMs annually or more frequently. Backup DCMs mostly consisted of on-call staff and first responders with some auxiliary communications systems. Interviewees stated that these were designed to prevent financial, equipment breakdown, human resource and occupational safety crises.
Originality/value
Most organizations had inadequate DCMs due to a lack of top-down support, planning and foresight. Furthermore, these health organizations demonstrated a lack of understanding of what DCMs are and how they function. The conclusion is that most of the health organizations surveyed are crisis-prone and health leaders need to put more effort into looking broadly at DCMs to improve organizational preparedness.
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Feifei Chen and Sherry J. Holladay
This paper seeks to advance paracrisis research by clarifying paracrises’ distinct features and developing typologies of paracrises and response strategies with strong external…
Abstract
Purpose
This paper seeks to advance paracrisis research by clarifying paracrises’ distinct features and developing typologies of paracrises and response strategies with strong external validity.
Design/methodology/approach
A case series study of 143 paracrises systematically selected from various news and trade sources was conducted to build an organizational paracrisis communication framework that connects paracrisis clusters with paracrisis response strategies.
Findings
Results of the study attest to the validity of the paracrisis concept by demonstrating refined paracrisis clusters’ connections with refined paracrisis response strategies.
Research limitations/implications
This study enriches paracrisis research by refining the paracrisis definition, paracrisis clusters and response strategies. Its rigorous descriptions of how organizations address paracrises distinguish paracrisis response strategies from traditional crisis response strategies and generate rich possibilities for future analytic investigations.
Originality/value
As perhaps the first empirical attempt to build a comprehensive framework of organizational paracrisis communication, this descriptive study lays the groundwork for the burgeoning paracrisis communication research.
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Christine Hiu Ying Choy and Fang Wu
This study aims to examine the theoretical links among three important variables by empirically testing the cases of two international brands.
Abstract
Purpose
This study aims to examine the theoretical links among three important variables by empirically testing the cases of two international brands.
Design/methodology/approach
By using a comparative case study design, this study conducts a content analysis of a total of 490 Facebook comments regarding online confrontational crises: Dolce & Gabbana’s photo fiasco and Laneige’s discriminative sales incident.
Findings
The findings suggest that when evaluating whether or not a company has shouldered responsibility in online confrontational crises, social media users tend to be more influenced by how timely, active and consistent the organization’s reaction is than by the organization’s mere use of concession crisis communication strategies (CCSs). The individual-level perception (perceived degree of organizational crisis responsibility-taking) is a stronger predictor of social media users’ reaction than organization strategies. The earlier that social media user has a perceived improvement in the organization, the more effective is the organization’s strategy to minimize the effects of social media as crisis mobilizer.
Originality/value
This study confirms theories formulated in a Western context with actual cases from Eastern cultures. Theoretically, this study sheds light on the importance of the individual-level perception for effective use of organization strategy in crisis. This study also suggests the relative significance of positive forms of crisis response, concessions CCSs and their relationship with the perceived degree of crisis responsibility-taking.
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Zubaida Ashraf, Gul Afshan and Umar Farooq Sahibzada
An increasing number of organizations focus on creating value in economics and growing their aspect, encompassing human, social and environmental perspectives. Traditionally…
Abstract
Purpose
An increasing number of organizations focus on creating value in economics and growing their aspect, encompassing human, social and environmental perspectives. Traditionally, organizations mostly contained corporate social responsibility (CSR) as their actions only in an economically favorable situation. However, CSR can also be used in an unfavorable time as a strategic process to recover and sustain the organization during a crisis. The purpose of this study is to review six years (2015-2021) articles published on strategic CSR.
Design/methodology/approach
The literature review of the current study examines through source data and combination findings the role of strategic CSR during a time of crisis. The search was conducted using Google Scholars, Psych Info, Emerald Insight, Science Direct and ProQuest. The study reviewed six years of articles on strategic CSR (2015–2021).
Findings
The paper concludes by suggesting propositions and a model that indicated that effective communication encourages employees and external stakeholders to participate and enhance their contribution during the crisis and help gain a competitive advantage.
Research limitations/implications
The present review demonstrated managing crisis by incorporating strategic CSR initiatives. The role of communication is important for understanding the crisis, which builds a trust-based relationship with employees and external stakeholders and enhances their participation and engagement that can help sustain during the crisis. This study will help the organizations during the time of crisis because strategic CSR initiatives reduce the negative effect of the crisis and help achieve organizational competitive advantages.
Originality/value
The present review bridges the gap in strategic CSR during the COVID-19 crisis interface. This review aims to understand the role of strategic CSR during the time COVID-19 of crisis. This study contributes to the strategic CSR research by giving clarity regarding the managing crises of organizations.
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The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to…
Abstract
Purpose
The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to crisis management.
Design/methodology/approach
In this paper, a conceptual framework has been proposed that is based on the literature findings of organizational culture, leadership and crisis management. Two types of cultural elements are used; internal versus external focus and low versus high flexibility. Organizational crisis management process is explained through the five-stage life cycle, including signal detection, prevention, damage containment, recovery and learning. Four types of leadership are included; directive, transactional, cognitive and transformational that are critical during crisis management. Five research propositions have been proposed for each stage of crisis management.
Findings
Five research propositions have been proposed based on the stages of crisis management.
Research limitations/implications
The conceptual framework needs to be tested for validity. More research is needed on how changing demographics and technology affect these constructs. Organizations need to develop through reflective practices that focus on leadership competencies and crisis-prone culture to tackle any crisis event.
Practical implications
Organizations need to develop leadership competencies and crisis-prone culture. Organizations needs to be reflective on their practices.
Originality/value
The proposed conceptual framework is an expanded version of the crisis response leadership matrix (CRLM) model of Bowers et al. (2017). In this paper, an unique concept is presented by aligning leadership, culture and crisis management with respect to each stage of crisis management and types of crisis.
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Steven H. Appelbaum, Seth Keller, Harold Alvarez and Catherine Bédard
The purpose of this paper is to provide a comprehensive review of organizational crisis and organizational change management and to provide a guide to crisis prevention…
Abstract
Purpose
The purpose of this paper is to provide a comprehensive review of organizational crisis and organizational change management and to provide a guide to crisis prevention, management and recovery by highlighting critical actions to be taken during each stage of an organizational crisis. A second aim is to compare the crisis management of two financial firms during the 2007 financial crisis: Lehman Brothers and Paulson & Company.
Design/methodology/approach
The methodology involved a review of the literature and a case analysis related to organizational crisis and organizational change management. The synthesis of these two approaches is a conceptual paper. Furthermore, the article is supplemented by comparing the management of the 2007 financial crisis by both Lehman Brothers and Paulson & Company in an attempt to compare the literature findings to a global organizational crisis.
Findings
The literature suggests that organizations with early crisis detection methods and crisis management plans already in place before the onset of a crisis are significantly better prepared to manage and survive a crisis event. In addition, these better prepared organizations have the opportunity to reposition themselves and turn a crisis event into a strategic opportunity. This is evident in the authors' comparisons of both Lehman Brothers' and Paulson & Company's different management of the 2007 financial crisis.
Practical implications
The demand for crisis management is on the rise as the 2007 financial crisis exposed the lack of preparedness among financial institutions, challenged the assumptions crisis management plans were based on and required a regulatory transformation of financial markets. Surviving firms are recovering and learning from the crisis as their crisis management proved to be ineffective.
Originality/value
The scope of this paper offers readers a guide to organizational crisis management, supplemented with examples from a financial crisis that affected almost every organization in the world and from which many organizations are still recovering. Any organization, regardless of industry, can benefit from the guide presented in this research. Moreover, the framework of this paper can enable practitioners to formulate and improve their organization's crisis management plans and capabilities.
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Oluremi Bolanle Ayoko, Andrew A. Ang and Ken Parry
Little research has focused on the impact of organizational crisis on their internal stakeholders – the employees. This paper aims to fill this void by examining the impression…
Abstract
Purpose
Little research has focused on the impact of organizational crisis on their internal stakeholders – the employees. This paper aims to fill this void by examining the impression management strategies used by senior managers in managing their employees during organizational crisis and the impact of these strategies on employees.
Design/methodology/approach
The authors collected qualitative data from three organizations and used multiple analytical lenses (such as thematic, content and trope) to explore patterns in senior managers’ management of employees during crisis.
Findings
Emerging patterns in the data revealed that the emotional state and reactions of employees (individual and collective) during crisis include anger, fear, shame, depression and shock. Additionally, data revealed two major contradictions (tensions) in managing employees during crisis: maintaining and compromising standard and managers’ wants versus employees’ desire in the way organization crisis is managed. Based on these preliminary findings and using affective event theory and the theory of collective emotions as a frame, the authors built a conceptual model that depicts the relationship between organizational crisis, impression management and emotion-driven employee attitudes and behaviors.
Research limitations/implications
A major limitation in the current research is that authors’ data are largely composed of text (e.g. from newspaper and websites). Nevertheless, the textual data were based on actual interviews with stakeholders and victims and have more than compensated for the limitation. Theoretically, by examining the emotional states and reactions of internal (rather than external) stakeholders to organizational crisis, the authors extend the literature in the area of organizational crisis and crisis management, while the testable propositions in this conceptual model have a potential to open up new pathways for studying organizational crisis. Practically, it is imperative for managers to have skills to identify and manage key employees’ emotional states and reactions to crisis. Managers should align their words and actions during crisis management to increase employees trust. Also pre-crisis planning should include specific guidelines on how to identify and manage employees’ individual and collective emotions during crisis.
Practical implications
The results show that inappropriate impression management strategies may worsen employees’ emotional states and reactions (individual and collective) during crisis; therefore, it is imperative for managers to have skills in identifying key employees’ emotional states and reactions to crisis and the impression management strategies appropriate in managing them. A training that sharpens managers’ emotional intelligence will be helpful in managing the emotions of employees (individual and collective) during crisis. Also, pre-crisis planning should include specific guidelines on how to identify and manage employees’ individual and collective emotions during crisis, while senior managers’ words and actions during crisis need to be synchronized to engender employees’ trust.
Originality/value
This study demonstrates that beyond emotions of employees during crisis, there are contradictions and tensions in the senior manager’s management of their employees during crisis. Also, outcomes of a quantitative test of the conceptual model developed from the current study should improve the generalizability of the results and open up new pathways for future research in this area.
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W. Timothy Coombs and Sherry Jean Holladay
The purpose of this paper is to provide a rationale and framework for examining stakeholder reactions to crisis communication messages in various social media channels…
Abstract
Purpose
The purpose of this paper is to provide a rationale and framework for examining stakeholder reactions to crisis communication messages in various social media channels. Stakeholders can become crisis communications by entering various sub-arenas of the larger rhetorical arena. The concept of sub-arena is presented and a case analysis used to illustrate the application and value of examining stakeholder crisis communicators during a crisis.
Design/methodology/approach
Content analysis was used to evaluate publicly available social media messages posted on the Livestrong blog and the Huffington Post online news site.
Findings
The paper demonstrates that monitoring reactions of stakeholders can reveal how individuals can act as crisis communications in social media messages can serve as barometers the effectiveness of an organization's crisis response. The importance of examining multiple sub-arenas is considered due to the influence of supportive stakeholders in organizational social media.
Research limitations/implications
Only two sub-arenas were analyzed using one crisis response during a crisis that extended over a number of months.
Practical implications
The paper includes implications for the examination of social media messages from supportive stakeholder and neutral sub-arenas. The results provide indicators of the effectiveness of an organization's crisis response and how stakeholder messages in social media may contribute to or undermine the crisis response.
Originality/value
This paper demonstrates the value of monitoring social media comments to gauge reactions to organizational crisis responses and demonstrates how stakeholders can function as informal crisis managers. It also begins the discussion of the value and conceptualization of sub-arenas.
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Finn Frandsen and Winni Johansen
Previous crisis communication research has primarily examined the external dimension of crisis communication, i.e. the crisis response strategies applied by organizations to…
Abstract
Purpose
Previous crisis communication research has primarily examined the external dimension of crisis communication, i.e. the crisis response strategies applied by organizations to protect and/or restore their image or reputation among external stakeholders in a crisis situation. The purpose of this paper is to set up an integrative framework for the study of internal crisis communication in private and public organizations.
Design/methodology/approach
The paper takes a theoretical approach reviewing the literature on crisis management and crisis communication and discussing the concept of internal stakeholder and the implications of a staged approach.
Findings
An integrative framework for the study of internal crisis communication is developed based on two assumptions: first, that internal crisis communication research must start with a detailed study of the relationship between an organization and its internal stakeholders (in this case: the employees) to clarify to what extent internal crisis communication differs from external crisis communication; and second, that internal crisis communication research can best be systematized applying a staged approach (precrisis stage, crisis event, postcrisis stage) as an heuristic method.
Originality/value
Apart from a few exceptions, the internal dimension of crises, crisis management, and crisis communication has, by and large, been unexplored.
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Andreas Schwarz and Audra Diers-Lawson
This study aims to contribute to strategic crisis communication research by exploring international media representations of third sector crises and crisis response; expanding the…
Abstract
Purpose
This study aims to contribute to strategic crisis communication research by exploring international media representations of third sector crises and crisis response; expanding the range of crisis types beyond transgressions; and developing a framework that integrates framing and crisis communication theory.
Design/methodology/approach
Quantitative content analysis was applied to identify patterns in crisis reporting of 18 news media outlets in Canada, Germany, India, Switzerland, UK and US. Using an inductive framing approach, crisis coverage of nonprofit organizations (NPOs) and intergovernmental organizations (IGOs) between 2015 and 2018 was analyzed across a wide range of crises, including but not limited to prominent cases such as Oxfam, Kids Company, or the Islamic Research Foundation.
Findings
The news media in six countries report more internal crises in the third sector than external crises. The most frequent crisis types were fraud and corruption, sexual violence/personal exploitation and attacks on organizations. Exploratory factor analysis revealed three components of crisis response strategies quoted in the media, conditional rebuild, defensive and justified denial strategies. Causal attributions and conditional rebuild strategies significantly influenced media evaluations of organizational crisis response. Three frames of third sector crises were detected; the critique, the damage and the victim frame. These frames emphasize different crisis types, causes, crisis response strategies and evaluations of crisis response.
Originality/value
The study reveals the particularities of crises and crisis communication in the third sector and identifies factors that influence mediated portrayals of crises and crisis response strategies of nonprofit organizations (NPOs) from an international comparative perspective. The findings have relevant implications for crisis communication theory and practice.
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