An-Sofie Claeys

Implications of Stealing Thunder for the Impact of Expressing Emotions in Organizational Crisis Communication

This study examines if and when spokespersons of an organization in crisis can express their genuine emotions as opposed to appearing rational. The impact of emotional (sadness) versus rational message framing on perceptions of an organization in crisis is studied by means of a 2 (crisis timing strategy: ex-antecrisis timing strategy vs. ex-postcrisis timing strategy)×2 (message framing: rational vs. emotional) between-subjects factorial experimental design with 168 participants. The findings first show that organizations can restore their reputation in times of crisis better by means of an ex-antecrisis timing strategy than by means of an ex-postcrisis timing strategy. In addition, the study illustrates that an ex-antecrisis timing strategy leads to more effective use of organizational message framing. In the case of an organizational self-disclosure, expressing sadness as a discrete negative emotion results in a better postcrisis reputation than rational message framing, whereas no impact of message framing is found for an ex-postcrisis timing strategy. Finally, the results indicate that organizations can benefit from allowing their spokespersons to express sadness because consumers will consider them more sincere.

Won’t we scare them? The impact of communicating uncontrollable risks on the public’s perception

Authorities often refrain from communicating risks out of fear to arouse negative feelings amongst the public and to create negative reactions in terms of the public’s behavior. This study examines the impact of communicating risks on the public’s feelings and behavioral intentions regarding an uncontrollable risk related to fresh produce. In addition, the impact of risk communication is compared between a situation in which the risk either does or does not develop into a crisis, by means of a 2 (risk communication vs. no risk communication) × 2 (crisis communication vs. no crisis communication) between-subjects factorial design. The results show that communicating risks has a positive impact on the behavioral intention to keep on eating fresh produce compared to when no risk communication was provided, as it reduces negative feelings amongst the public. In addition, the findings illustrate that when a risk develops into an actual crisis, prior risk communication can result in greater trust in the government and reduce perceived government responsibility for the crisis when the crisis hits. Based on these findings, it can be suggested that risk communication is an effective tool for authorities in preparing the public for potential crises. The findings indicate that communicating risks does not raise negative reactions amongst the public, on the contrary, and that it results in more positive perceptions of the authorities.

Why practitioners do (not) apply crisis communication theory in practice

ABSTRACT Twenty-five in-depth interviews with Belgian crisis communication practitioners were conducted to examine the gap between theory and practice. Crisis communication has become an important research area within public relations. Several studies have resulted in theories and guidelines regarding the effective use of communication during organizational crises. Unfortunately, these findings are not always put into practice. This study examines to what extent public relations practitioners apply theory in practice during crises and why. The findings offer an opportunity to formulate potential ways in which we can bridge the scholar-practitioner divide in public relations, through guidelines for both scholars and practitioners.

The Organizational Voice: The Importance of Voice Pitch and Speech Rate in Organizational Crisis Communication

Research on crisis communication has mainly focused on verbal aspects of organizational responses. However, the nonverbal cues of the organizational spokesperson communicating about the crisis may also influence stakeholders’ perceptions. This study examines the impact of two vocal cues, voice pitch and speech rate. In addition, the study examines how these cues affect perceptions of organizations depending on the message’s verbal content. A 2 (voice pitch: low vs. high) × 2 (speech rate: slow vs. fast) × 2 (crisis response strategy: deny vs. rebuild) between-subjects experimental design was conducted. Results show that voice pitch and speech rate affected postcrisis reputation. However, these vocal cues affected perceptions only when the organization applied a rebuild strategy (i.e., apology) and not in the case of a deny strategy. This interaction between verbal and vocal cues was partly mediated by vocal attractiveness.

Between hope and fear: developing social media guidelines

Purpose The purpose of this paper is to examine employers’ policy with regard to employees’ social media use. Specifically, the authors examine the extent to which employers allow the use of social media in the workplace, what opportunities can be related to employees’ social media use and how social media guidelines are implemented within organizations. Design/methodology/approach In-depth interviews were conducted with HR and communication managers of 16 European companies from different sectors and of varying size. Findings Some organizations believe that social media should be accessible to employees while others ban them from the workplace. Most respondents believe that organizations can benefit from employees sharing work-related content with their own network. However, they encourage the sharing and retweeting of official corporate messages rather than employees developing their own messages. This fear regarding employees’ messages on social media is reflected in the broad adoption of social media guidelines. Research limitations/implications Future research should chart the nature of existing social media guidelines (restrictive vs incentive). Accordingly, the perceived sense and nonsense of social media guidelines in companies should be investigated, not only among the managers but also among employees. Practical implications Organizations should remain in dialogue with employees with regard to social media. Managers seem overly concerned with potential risks and forget the opportunities that can arise when employees operate as ambassadors. Originality/value The use of in-depth interviews allowed the authors to assess the rationale behind social media guidelines within organizations in depth and formulate suggestions to organizations and communication managers.

Determinants of the Impact of Crises on Organizational Reputation: An Experimental Test of Crisis Communication Strategies and the Moderating Impact of Locus of Control

Academic interest in the field of crisis communication has significantly increased over the years (Ulmer et al., 2007). Corporations are becoming more and more aware that crises can and will happen to organizations just like themselves (Benson, 1988). No company can escape all crises during its life cycle, and it is during these crisis situations that the battle to protect credibility in the eyes of stakeholders is most fierce (Hobbs, 1995). It takes many years to build a favorable organizational reputation but only one single crisis to ruin it (Dean, 2004). Since a good reputation is a central goal of every organization, there is a need to study the use of crisis response communication strategies in order to defend reputations during crises (Benoit, 1995; Coombs and Holladay, 2002).