Government Crisis Assesment and Reputation Management. A Case Study of the Vietnam Health Minister's Crises in 2013-2014

Ly-Le, Tuong-Minh

doi:10.17646/kome.2015.13

Cited by 2 publications

(5 citation statements)

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“…As a consequence, official organisations are only one of the many stakeholders sharing information (Panagiotopoulos et al , 2016). It is via the new media that diverse stakeholders have more involvement and can be more communicative during a crisis (Ly-Le, 2015; Chon, 2019). Citizens, for example, play a very important and active role in the spread of information via different communication channels during a crisis (Wallström et al , 2015).…”

Section: Crisis and Communicationmentioning

confidence: 99%

“…A predesigned crisis communication strategy including clear spokespersons is important (Wallström et al , 2015). Spokespersons are useful to communicate effectively with different stakeholders because they can create credibility and thus trustworthiness (Ly-Le, 2015; Tkalac Verčič et al , 2019). The development of pre-crisis planning has made crisis communication less spontaneous, less non-routine and less time and event bound (Reynolds and Seeger, 2005).…”

Section: Crisis and Communicationmentioning

confidence: 99%

“…This paper follows the research stream (e.g. Horsley and Barker, 2002; Frandsen and Johansen, 2009; Liu et al , 2010; Liu et al , 2012; Ly-Le, 2015; Zhao, 2018; Coombs, 2020) that indicates that public organisations are unique with respect to crisis communication. Therefore, this paper relies on the synthesis model of Horsley and Barker (2002) for handling crisis communication in the public sector and builds further on their insights as well as those from Avery et al (2016) to explore the elements of preparation and mobilisation of crisis management resources regarding public crisis communication.…”

mentioning

confidence: 92%

“…Whereas private organisations mainly focus on making a profit, public organisations have the primary goal of serving the public, which indicates a social instead of a profit purpose (Liu et al , 2010; Chon, 2019). Both also differ in the influence of politics, the impact of the legal framework, the availability of a communication budget, communication frequency, their structural communication approach (centralised and formal versus decentralised), the information pressure from and interaction with heterogeneous stakeholders and their relationship with the media (Frandsen and Johansen, 2009; Liu et al , 2010, 2012; Ly-Le, 2015; Chon, 2019). Given these significant differences, communication models differ between the private and public sector (Liu et al , 2010; Chon, 2019).…”

mentioning

confidence: 99%

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Crisis communication in public emergencies: multistakeholders' perspectives

Cannaerts

2020

IJES

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PurposeThe main purpose of this paper is to provide empirical evidence for effective crisis communication in public emergencies including the relevance of planning and training and rehearsal; to explore the role of different stakeholders and how social media influence effective crisis communication.Design/methodology/approachA qualitative research design was employed. Two events were analysed, via the synthesis model for handling crisis communication in the public sector, as cases. First, via post-crisis semi-structured interviews, a gas explosion in the city of Antwerp was analysed. Second, via participant observation of a training and rehearsal exercise, more insight was gained on the role of training and social media for crisis communication.FindingsThe findings of this paper provide empirical evidence that (1) effective crisis communication is communication that is diversified across different crisis stages and diverse stakeholders; (2) that different internal social media tools and external social media tools are necessary to be monitored for effective crisis communication; (3) that training and rehearsal are of great importance for effective crisis communication.Originality/valueThis paper contributes to three current crisis communication research calls. First, the call for more research focusing on public sector crisis management, using public sector crisis communication models. Second, the call for the implementation of a more multiple-actor approach instead of an organisation-centred approach; and, third, the call for gaining insight into how specific communication channels are used before, during and after a crisis.

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Section: Crisis and Communicationmentioning

confidence: 99%

Section: Crisis and Communicationmentioning

confidence: 99%

mentioning

confidence: 92%

mentioning

confidence: 99%

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Crisis communication in public emergencies: multistakeholders' perspectives

Cannaerts

2020

IJES

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“…There are several other studies related to the inability of government public relations practitioners in mastering crisis management as a result of a lack of understanding of the crisis which causes adverse impacts during crisis management. Lyle (2015), with a focus on case studies on public relations responses from the Vietnamese Ministry of Health, found that the institution's reputation deteriorated due to inadequate response to the scandal, namely refusing to visit the families of victims due to the poor quality of the hepatitis vaccine. Lee (2009) pointed out the failure of the communication crisis by the Hong Kong government in 2003 which resulted in the loss of public trust.…”

Section: Introductionmentioning

confidence: 99%

The Implementation of Permenpan-RB No 29/2011 in Crisis Management of Government Public Relations

Kriyantono

2019

jkm

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This study aims to evaluate whether Public Relations practitioners have implemented the principles of the Regulation of the Minister of Administrative Reform and Bureaucratic Reform (Permenpan-RB) No. 29 of 2011 concerning the Guidelines for Crisis Management within government agencies. A crisis is an unexpected event that threatens public expectations, has the potential to produce negative consequences, and affects the performance and reputation of an institution. In the era of democracy, the threat of a more significant crisis occurs because the public has a critical character, is free to give opinions, and is easier to access information from various channels, including the internet. The crisis must be managed well because a crisis is possible for every institution and it has a negative or positive impact on the institution. PR is communication management, and crisis develops due to communication factors so that PR is a crisis manager. By conducting a qualitative method, the researcher interviewed 23 government public relations practitioners. The study reveals that Permenpan-RB No. 29 of 2011 had not been fully applied. This study confirms that the structural position of public relations plays a vital role in public relations activities to get practitioners involved in strategic decision making. This research reinforces the literature review on crises that government public relations practitioners tend to devise ways to prevent crises after the cause of the crisis is known, and public relations practitioners are not yet proactive in crisis prevention planning. This research contributes to the study and practice of government public relations as socialization that public relations rules in Indonesia have adopted the ideal principle of public relations based on academic literature and government regulations.

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Government Crisis Assesment and Reputation Management. A Case Study of the Vietnam Health Minister's Crises in 2013-2014

Cited by 2 publications

References 8 publications

Crisis communication in public emergencies: multistakeholders' perspectives

Crisis communication in public emergencies: multistakeholders' perspectives

The Implementation of Permenpan-RB No 29/2011 in Crisis Management of Government Public Relations

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