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Strategic Crisis Response. Edition No. 1
VDM Publishing House, July 2009, Pages: 116
For organizations crises are pervasive, difficult to
keep quiet, challenging, unexpected, and can be
catastrophic. Since the late 1970s, there has been a
breadth of research focusing on crisis communication
strategies. However, while our knowledge of what
crisis response strategies exist and are used is
broad, there is a dearth of research and analysis
emphasizing relationships between response
strategies, the influence of situation and
organization, and outcomes. The present research
proposes a Situational Model of Crisis Communication
and begins to test the model in a cross-sectional
sample of crises by focusing on the influence of type
of organization and type of crisis on the message
components of crisis response strategy and invocation
of organizational culture. Findings indicate that
organization and crisis type strongly influence
message components, the invocation of organizational
culture is an important component in crisis response
messages and that the use of crisis response
strategies emerges into eight particular approaches
to crisis response in contemporary organizations.
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