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Organizational Crisis Communication: A Multivocal Approach [Minkštas viršelis]

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  • Formatas: Paperback / softback, 280 pages, aukštis x plotis: 242x170 mm, weight: 490 g
  • Išleidimo metai: 02-Nov-2016
  • Leidėjas: Sage Publications Ltd
  • ISBN-10: 1446297063
  • ISBN-13: 9781446297063
Kitos knygos pagal šią temą:
Organizational Crisis Communication: A Multivocal ApproachDidesnis paveikslėlis
  • Formatas: Paperback / softback, 280 pages, aukštis x plotis: 242x170 mm, weight: 490 g
  • Išleidimo metai: 02-Nov-2016
  • Leidėjas: Sage Publications Ltd
  • ISBN-10: 1446297063
  • ISBN-13: 9781446297063
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781446297063.html
Raktažodžiai:
Based on the theory of the Rhetorical Arena and the multivocal approach, this guide explores a new perspective on crisis communication, and what happens when external voices start communicating as a crisis breaks out.

When a crisis breaks out, it’s not always just the organization that reacts - the news media, customers, employees, trade associations, politicians, activist groups, and PR experts may also respond.

 

This book offers a new and original perspective on crisis communication based on the theory of the Rhetorical Arena and the so-called multivocal approach.  According to this approach, we gain a more dynamic and complex understanding of organizational crises if we focus not only on the crisis communication produced by the organization in crisis but also take into account the many other voices who start communicating when a crisis breaks out.

 

It provides:

  • An in-depth overview of the five key dimensions of organizational crises, crisis management and crisis communication
  • A comprehensive introduction to the theory of the Rhetorical Arena and the multivocal approach to crisis communication, including some of the most important voices inside the arena
  • A series of important international case studies and case examples in each chapter.

Suitable for students studying crisis communication modules on corporate communication, public relations, and management and organization studies courses.



Based on the theory of the Rhetorical Arena and the multivocal approach, this guide explores a new perspective on crisis communication, and what happens when external voices start communicating as a crisis breaks out.

Recenzijos

Rich with case studies and practical examples, this book is a must read for anyone with an interest in this critical area of management. There is probably no better book and no better team of authors on the subject of crisis communication. Frandsen and Johansen walk the reader through different types of organizational crises, and present their own distinctive arena model of crisis communication that is adept to the current media landscape in which issues emerge and almost over night amplify into full-blown crises for many organizations. Read this book and you will be better able to identify and analyse organizational crises and figure out the right communication response. -- Joep Cornelissen "Rare are the cases of the big idea that forever alter the intellectual landscape of the field. You are about to read a book by two authors who have lent such a voice in crisis communication." -- W. Timothy Coombs The importance of this book lies in its new and original perspective on crisis communication, introducing new meanings of the words "arena" and "voices", which leads to a much deeper understanding of how risk and crisis intertwine. The authors have written each chapter diligently to make the book very useful and interesting for all who want to learn about crisis communication or who face crises on daily basis, and in that respect they made a truly remarkable work. -- Marta Takahashi This is an incredible book and, as reviewers have identified, potentially changes the intellectual landscape of the field. I am an admirer of Frandsen & Johansens work and in this book they have provided both a historical account of the field of crisis communications from a needed European perspective, and a direction for future research. I shall be recommending this book to students and colleagues. -- Adrian Crookes

List of Figures, Tables, Case Examples, and Case Studies xv
About the Authors xvii
Foreword xix
Preface and Acknowledgments xxi
General Introduction - Crisis communication as a field of research and practice 1(14)
The institutionalization of crisis management and crisis communication
2(6)
As an organizational practice
2(5)
Box 1 Professional associations
5(2)
As an academic discipline S
Box 2 Crisis researchers
7(1)
Purpose of the book
8(1)
Structure of the book
9(1)
Target audiences
9(1)
Delimitation
10(3)
What is an organizational crisis?
10(1)
Crisis management and crisis communication - one or two disciplines?
10(1)
Related disciplines
11(1)
Toward convergence?
12(1)
Introduction summary
13(1)
Further reading
13(2)
Part 1 Dimensions of Organizational Crises, Crisis Management, and Crisis Communication 15(122)
1 Living in a Crisis Society
17(17)
Chapter overview
17(1)
Introduction
17(1)
Signs of a crisis society
17(3)
Case example 1.1 The MS Estonia disaster as a social icon
19(1)
Risk sociology
20(3)
The techno-scientific approach
21(1)
The psychological approach
21(1)
The organizational approach
22(1)
The politological approach
22(1)
The anthropological approach
22(1)
The sociological approach
23(1)
Ulrich Beck and the risk society
23(1)
Classical and reflexive modernization
24(2)
Case example 1.2 The swine flu pandemic and the risk society
25(1)
Old and new risks
26(1)
Michael Power and the risk organization
27(1)
An explanatory framework
28(1)
Reactions to the risk society
29(3)
Crisis management and crisis communication in private and public organizations
30(1)
Crisis consulting firms
31(1)
Crisis journalism
32(1)
Crises as a field of research
32(1)
Beyond the risk society? Criticisms and elaborations
32(1)
Chapter summary
33(1)
Further reading
33(1)
2 What Is a Crisis? Definitions and Typologies
34(18)
Chapter overview
34(1)
Introduction
34(1)
Crisis definitions
35(3)
Box 2.1 What is a definition?
35(2)
Box 2.2 Crisis perception
37(1)
New concepts of crisis
38(3)
Double crisis
38(1)
The crisis after the crisis
39(1)
Crisis by association
40(1)
Multi-crisis
40(1)
Paracrisis
40(1)
Crisis typologies
41(3)
Case example 2.1 Lists and clusters of crisis types in crisis management plans
41(2)
Box 2.3 What is a typology?
43(1)
The standard crisis portfolio model
44(2)
The extended crisis portfolio model
46(5)
Crisis intensity
46(1)
Crisis dynamics
47(1)
Crisis interpretations
48(2)
Case study 2.1 The crisis portfolio model of FrieslandCampina
50(1)
Chapter summary
51(1)
Further reading
51(1)
3 Crisis Management (I): General Perspectives - From Anticipation to Resilience
52(17)
Chapter overview
52(1)
Introduction
52(1)
What is crisis management?
53(2)
Box 3.1 Crisis management or crisis leadership?
54(1)
General perspectives on crisis management
55(8)
The tactical, reactive, and event-oriented perspective
56(1)
The strategic, proactive, and process-oriented perspective
57(3)
Box 3.2 Image, reputation, status, and legitimacy
58(2)
New trends in crisis management
60(3)
Box 3.3 Mindful crisis management
62(1)
The debate on anticipation vs. resilience
63(4)
Organizational improvisation
64(2)
Case study 3.1 DEMA's comprehensive preparedness planning
66(1)
Chapter summary
67(1)
Further reading
68(1)
4 Crisis Management (II): Staged Approaches - Before, During, and After Crisis
69(19)
Chapter overview
69(1)
Introduction
69(1)
The pre-crisis stage
70(1)
Signal detection
71(9)
Box 4.1 Ten principles of signal detection
72(1)
Risk management
73(1)
Issues management
73(1)
Stakeholder management
74(2)
From prevention to preparation
76(1)
Crisis management team (CMT)
77(1)
Crisis management plan (CMP)
78(2)
The crisis stage
80(3)
Decision making in crisis situations
80(2)
Crisis communication plan
82(1)
The post-crisis stage
83(2)
Evaluation of the crisis management process
83(1)
Organizational learning
84(1)
Crisis simulations
85(1)
Criticisms of staged approaches
85(1)
Chapter summary
86(1)
Further reading
87(1)
5 Crisis Communication (I): Rhetorical and Text-oriented Approaches
88(18)
Chapter overview
88(1)
Introduction
88(1)
What is crisis communication?
89(3)
Box 5.1 Anti-handbook of media failure
91(1)
Crisis communication research: an overview
92(2)
Box 5.2 What is (a) theory?
94(1)
The rhetorical and text-oriented research tradition
94(11)
Image repair theory (IRT)
95(5)
Sources of inspiration
95(1)
Basic assumptions
96(1)
Theory (1): Image repair theory
97(1)
Theory (2): Persuasive attacks
98(1)
Further developments and criticisms
99(1)
Terminological control theory (TCT)
100(7)
Sources of inspiration
100(1)
Basic assumptions
101(1)
Theory (1): Terminological control theory
102(1)
Theory (2): Apologetic ethics
103(1)
Further developments and criticisms
104(1)
Chapter summary
105(1)
Further reading
105(1)
6 Crisis Communication (II): Strategic and Context-oriented Approaches
106(15)
Chapter overview
106(1)
Introduction
106(1)
The strategic and context-oriented research tradition
106(1)
Box 6.1 Methodological controversies
107(1)
Situational crisis communication theory (SCCT)
108(4)
Sources of inspiration
109(1)
Basic assumptions
110(1)
Theory: Situational crisis communication theory
110(2)
Further developments and criticisms
112(1)
Contingency theory (CT)
112(12)
Sources of inspiration
112(1)
Box 6.2 Best practices in crisis communication
113(1)
Basic assumptions
114(1)
Theory (1): Contingency theory
114(2)
Theory (2): The factor-position-strategy model
116(1)
Further developments and criticisms
117(1)
Case study 6.1 Scandinavian Airlines and the Dash 8 Q400 crisis (2007)
117(2)
Alternative theories and emerging research themes
119(1)
Chapter summary
120(1)
Further reading
120(1)
7 Crisis Communication Across Cultures
121(16)
Chapter overview
121(1)
Introduction
121(2)
Box 7.1 Host crisis versus global crisis
122(1)
Defining culture
123(1)
Approaches to the study of culture
124(3)
The functionalist approach
124(1)
Applying the functionalist approach: the Coca-Cola crisis of 1999
124(2)
Box 7.2 Transboundary crises
126(1)
The interpretive or symbolic approach
126(1)
Applying the interpretive or symbolic approach: the Coca-Cola crisis of 1999
126(1)
Culture, crisis management, and crisis communication
127(8)
National culture, crisis management, and crisis communication
128(4)
Box 7.3 How do communication professionals handle the cultural aspects of crises?
129(2)
Box 7.4 Challenges to intercultural crisis management and crisis communication
131(1)
Organizational culture, crisis management and crisis communication
132(9)
Case study 7.1 The giraffe Marius and Copenhagen Zoo
133(2)
Chapter summary
135(1)
Further reading
136(1)
Part 2 Inside the Rhetorical Arena 137(85)
8 The Rhetorical Arena: A New Theoretical Framework
139(20)
Chapter overview
139(1)
Introduction
139(1)
Evaluation of previous crisis communication research
140(1)
Rhetorical arena theory: developing a multivocal approach
141(3)
What rhetorical arena theory is not
142(1)
What rhetorical arena theory is
143(1)
Box 8.1 An approach to voices - power or complexity?
143(1)
Sources of inspiration
144(4)
A social science approach to complexity
144(2)
Box 8.2 Characteristics of complex systems
145(1)
Arena theory
146(1)
Communication theory
147(1)
The arena model
148(10)
The macro component: patterns of interaction
148(1)
Some examples
149(1)
The micro component: parameters of mediation
149(6)
Context
150(2)
Media
152(1)
Genre
153(1)
Case example 8.1 Tiger Woods' apology
153(1)
Text
154(1)
Case study 8.1 Volkswagen and the Dieselgate scandal
155(3)
Chapter summary
158(1)
Further reading
158(1)
9 Consumers and Citizens: Emotions and Social Media
159(18)
Chapter overview
159(1)
Introduction
159(1)
Consumers as citizens/citizens as consumers?
160(4)
Case example 9.1 Citizens, activists, and hostage crisis
162(2)
Do I like this organization? A theory of social approval
164(2)
Case example 9.2 Jensen's Steakhouse vs. Jensen's Seafood restaurant: From fast food to slow thinking
165(1)
Emotional stakeholders
166(1)
Emotions and crisis
167(2)
Negative emotions and voices
167(1)
Positive emotions and voices
168(1)
Emotional voices of the organization
169(1)
Defining social media
169(1)
Social media and crisis communication
169(4)
Box 9.1 Online firestorms
170(1)
Types of social media crises
171(1)
Social-mediated crisis communication
171(2)
Patterns of interactions in the rhetorical arena
173(2)
Case study 9.1 Emotional stakeholders and Telenor's customer complaints crisis on Facebook
174(1)
Chapter summary
175(1)
Further reading
176(1)
10 News Media: Mediatization and Crisis Journalism
177(15)
Chapter overview
177(1)
Introduction
177(2)
Box 10.1 The life cycle of a disaster: a field guide for journalists
178(1)
A theory of mediatization
179(7)
Defining the news media
179(1)
Mediatization of society
180(2)
Box 10.2 Gatekeeping, news values, and focusing events
181(1)
Mediatization of organizations
182(2)
Mediatization of crises
184(2)
Box 10.3 Media storm or media hype
185(1)
Crisis journalism
186(5)
Crisis news frames
187(2)
The news media as a stage for crisis exploitation strategies
189(6)
Case study 10.1 Dare you eat your own product? Crisis entertainment on television
189(2)
Chapter summary
191(1)
Further reading
191(1)
11 Intermediaries: Trade Associations
192(14)
Chapter overview
192(1)
Introduction
192(1)
A theory of intermediaries
193(2)
Box 11.1 The benefits of trade associations
195(1)
Trade associations
195(10)
Case example 11.1 Tesla Denmark strikes back- supported by a trade association
196(1)
Meta-organizations
197(1)
Collective reputation management
198(15)
The corporate level of reputation
199(1)
The industry level of reputation
199(1)
The trade association level of reputation
200(1)
Case study 11.1 The Bestseller multi-crisis
201(4)
Chapter summary
205(1)
Further reading
205(1)
12 Managers and Employees: Inside the Organization
206(16)
Chapter overview
206(1)
Introduction
206(1)
Defining the internal voices of an organization
207(1)
Integrative framework for the study of internal crisis communication
208(2)
How internal is internal?
210(1)
Crisis sensemaking
211(2)
Box 12.1 Crisis communication and strategic human resource development
212(1)
Internal crisis management and crisis communication
213(4)
How do employees react in crisis situations?
213(2)
Box 12.2 Implicit theories about managers and employees in crisis situations
214(1)
How do private and public organizations practise internal crisis management and crisis communication?
215(1)
Municipalities
216(1)
Private companies
216(1)
Communication channels
216(1)
Employees as active crisis communicators
217(3)
Case study 12.1 Odense Waste Management Company - When whistleblowing is the problem, not the solution
219(1)
Chapter summary
220(1)
Further reading
221(1)
Epilogue The Future of Organizational Crisis Communication: Agendas for Research, Education, and Practice 222(6)
Introduction
222(1)
Thought leadership in crisis communication
222(1)
An agenda for researchers
223(2)
An agenda for educators and students
225(1)
An agenda for practitioners
226(2)
References 228(18)
Index 246
Finn Frandsen (mag. art., Aarhus University) is Professor Emeritus at the Department of Business Communication, Aarhus School of Business and Social Sciences (Aarhus BSS), Aarhus University (Denmark).  His research interests include crisis management and crisis communication, environmental communication, public communication, stakeholder theory, and the institutionalization of strategic communication in private and public organizations. Together with Winni Johansen, he is the originator of Rhetorical Arena Theory and the multivocal approach to crisis communication.



 

His research has been published in international journals, handbooks and encyclopedias, such as  Corporate Communications: An International Journal, International Journal of Strategic Communication, Management Communication Quarterly, Public Relations Inquiry, Public Relations Review, Scandinavian Journal of Public Management and The Handbook of Crisis Communication, Encyclopedia of Public Relations, The Routledge Handbook of Strategic Communication, and Handbook of International Crisis Communication Research.

 

He is regional editor (Europe) of Corporate Communications: An International Journal and member of the advisory board of the European Communication Monitor. He has served as visiting professor at highly ranked universities and business schools in Norway, Sweden, Finland, France, Italy and Senegal. He has also consulted with organizations in the private and public sector.

Winni Johansen (PhD, Aarhus School of Business) is Professor of Corporate Communication and Crisis Management at the Department of Business Communication, Aarhus School of Business and Social Sciences (Aarhus BSS), Aarhus University (Denmark).

 

Her research interests include crisis management and crisis communication, environmental communication, public communication, social media, and the institutionalization of strategic communication in private and public organizations. Together with Finn Frandsen, she is the originator of Rhetorical Arena Theory and the multivocal approach to crisis communication.



Her research has been published in international journals, handbooks and encyclopedias, such as Corporate Communications: An International Journal, International Journal of Strategic Communication, Management Communication Quarterly, Public Relations Inquiry, Public Relations Review, Scandinavian Journal of Public Management and The Handbook of Crisis Communication, Encyclopedia of Public Relations, The Routledge Handbook of Strategic Communication, and Handbook of International Crisis Communication Research. She is co-editor of International Encyclopedia of Strategic Communication I-III.

 

She has served as visiting professor at highly ranked universities and business schools in Norway, Sweden, Finland, France, Italy and Senegal. She has also consulted with organizations in the private and public sector.