Sherry J. Holladay

Unpacking the halo effect: reputation and crisis management

Purpose – Crisis managers believe in the value of a favorable, pre‐crisis reputation. The prior reputation can create a halo effect that protects an organization during a crisis. The prior reputation/halo might work as a shield that deflects the potential reputational damage from a crisis. Or the prior reputation/halo might encourage stakeholders to give the organization the benefit of the doubt in the crisis (reduce attributions of crisis responsibility). Oddly, researchers have had little luck in producing a halo effect for prior reputation in crisis situations. The purpose of this paper is to present two studies designed to test if the halo effect could occur and which of the two dynamics of the prior reputation halo best serve to explain the benefits of a favorable, pre‐crisis reputation.Design/methodology/approach – The research focuses on a set of studies conducted to illustrate the halo effect and to explore how it serves to protect an organization during a crisis. The implications of the findings ...

The negative communication dynamic

Purpose – The purpose of this research is to present a study designed to test if anger is a mediator in the relationship between crisis responsibility and negative word‐of‐mouth and crisis responsibility and purchase intention. Emphasizes the relationship between anger, crisis responsibility, and intended negative word‐of‐mouth, what we call the negative communication dynamic. Researchers have just begun to explore the role of affect in crisis communication by linking it to behavioral intentions and proving that crisis affect is largely a function of crisis responsibility (perceived organizational responsibility for the crisis).Design/methodology/approach – An experimental design is used to test for the mediator relationship. The design reflects the studys theoretical link to Attribution Theory.Findings – The results support that anger is a moderator in the relationship between crisis responsibility and intended negative word‐of‐mouth and between crisis responsibility and purchase intention.Research limi...

Crisis Communication Strategies in the Media Coverage of Chemical Accidents

Two studies examine media reports of chemical accident crises to explore the extent to which crisis communication strategies are included. Study 1 found that although reputation repair strategies were rarely included, about 1/4 of the reports included some combination of information-giving strategies attributed to organizational spokespersons. First responders were quoted more frequently than organizational representatives. Study 2 examined follow-up stories associated with the initial reports and revealed that, although reputation repair and information giving strategies appeared more frequently than in Study 1, they were only used in 24% and 60% of the cases, respectively. Overall, organizational spokespersons were not featured prominently in the media reports.

Corporate Social Responsibility: Missed Opportunity for Institutionalizing Communication Practice?

Institutionalizing can mean becoming part of a larger structure or being placed in the care of an institution. Corporate Social Responsibility (CSR) has communicative demands that present an opportunity for strategic communication to become part of the organizational management structure. However, communication practice also must resist the force of being institutionalized by serving other departments rather than contributing to organizational decision-making. Strategic communication practice risks becoming irrelevant, or worse, serving as the technician responsible for communicating the CSR policies and actions developed by other departments. The strategic communication function would not be part of managing CSR but rather become the way to communicate CSR to specific constituents while other departments lead the CSR revolution. In essence, when this happens strategic communication is being institutionalized as some of its management potential is being placed in the care of departments (institutions). The relationship between CSR and strategic communication becoming or being institutionalized is examined in the paper.

How Activists Shape CSR: Insights from Internet Contagion and Contingency Theories

Abstract Purpose This chapter proposes a framework for analyzing how stakeholder-initiated challenges through social media and traditional media can shape the meaning of responsible behavior and pressure organizations to alter irresponsible behavior in order to protect their reputations. Methodology/approach Following a description of the nature of stakeholder challenges, concepts from Internet Contagion Theory and Contingency Theory are used to develop the Integrated Framework for Stakeholder Challenges, an analytic tool that can be used to provide insights into how specific digital and traditional public relations tactic can be used by activists. A case study demonstrating application of the framework is presented. Findings The case study describes how the lens provided by the Integrated Framework for Stakeholder Challenges illustrates how Greenpeace’s detox campaign built power, legitimacy, and urgency to draw attention to environmental and human problems associated with the use of hazardous chemicals in a manufacturer’s supply chain. Research limitations/implications The chapter offers one case study of Greenpeace’s detox campaign against Zara to demonstrate the utility of the Integrated Framework for Stakeholder Challenges. Additional case studies are needed to further demonstrate how factors in the framework can account for the success and failure of activist challenges. Moreover, measurement of factors included in the framework, rather than conceptual analysis alone, could demonstrate the relative importance of the factors, as well as various constellations of factors, in accounting for organizational decision making about responses to the challenges. Practical implications Concepts derived from Internet Contagion Theory and Contingency Theory provide a vocabulary and conceptual framework for describing and analyzing stakeholder-initiated challenges as well as assessing the potential threats posed by stakeholder challenges to an organization’s reputation. Originality/value This chapter proposes a new analytical tool, the Integrated Framework for Stakeholder Challenges, which can contribute to the analysis and evaluation of stakeholder efforts to influence corporate behavior.

Two-Minute Drill: Video Games and Social Media to Advance CSR

Abstract Purpose Corporate managers must find a way to communicate their CSR activities to stakeholders without creating a boomerang effect where the CSR messages create resentment of instead of support for the corporation. One alternative is to use social media channels because they are low cost and can use a soft sell approach, thereby reducing the likelihood of a boomerang effect. However, using social media messaging about CSR challenges managers to attract followers to those social media channels. This chapter explores the use of gamification, the use of gaming features in the CSR messaging, to present CSR messages. The case study of Kraft’s “Two-Minute Drill” is used to illustrate how gamification can be used to promote social media-based CSR messaging. Methodology/approach A case study method is used to illuminate how Kraft used gamification to increase the audience for its anti-hunger CSR efforts. Kraft used the “Two-Minute Drill” game to attract people to their effort to fight hunger. Findings The “2-Minute Trivia Drill” seemed to overcome the CSR promotional communication concerns of tone and cost. The dominant message and theme is feeding the hungry. The tone on the Facebook page and the game itself is subtle in relation to the Kraft brand because Kraft appears in the background through its logo, name, and the names of prominent Kraft products. The stakeholders are treated as the drivers of the CSR effort because the individuals playing the game are what create the donations from Kraft. Donations could even be personalized. None of the comments posted to the Kraft Fight Hunger Facebook page questioned the expense of the project. Overall the comments were very favorable suggesting there was no boomerang effect from the game. Research limitations/implications The study offers only one case study of gamification in CSR communication. More cases are necessary to draw stronger conclusions about the utility of gamification for CSR communication presented via social media. Moreover, more direct measures are needed to assess how stakeholders feel about CSR messages using gamifications and if the strategy can consistently prevent a boomerang effect. Practical implications The implications from the case study are that gamification can be an effective way to attract stakeholders to social media-based CSR messages and to generate positive reactions to the CSR messaging. Originality/value This chapter is one of the first detailed explorations of gamification as a means to avoid the dangers of the CSR promotional communication dilemma (stakeholders wanting CSR information but reacting negatively to the promotion of CSR activities).