Moral Fables of Public Relations Practice: The Tylenol and Exxon Valdez Cases

Pauly, John J.; Hutchison, Liese L.

doi:10.1207/s15327728jmme2004_2

Cited by 19 publications

(16 citation statements)

References 9 publications

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“…Anti-crisis management policies have been noted and analyzed by (Bacon, 2006;Greyser, 2009;James and Wooten, 2010;Hellsloot, 2007;Pauly and Hutchison, 2005). These authors treat the problems of a crisis and the crisis situation in different ways.…”

Section: Literature Reviewmentioning

confidence: 99%

“…For example some scientists study anti-crisis management from the point of view of financial problems at the enterprise level (Hellsloot, 2007) that appear as a negative chain reaction from other enterprises. Others study the problems connected to the crisis of some individual enterprises and they review unfavorable financial conditions in the relevant country's economy (Pauly and Hutchison, 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

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Strategic Management in Times of Crisis

Groh¹

2014

American Journal of Economics and Business Administration

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This aim of this article is to identify unusual strategic-management matters in times of crisis. The research scope is strategic management processes, the characteristics of the processes and methods of strategic crisis management. The study reports research on the contemporary state of strategic crisis-management problems and provides an analysis of some theoretical and methodological principles. The analysis includes a classification of the main problems which must be solved for efficient, strategic, crisis management. The article indicates strategic and tactical management methods used by corporations and raises questions about the functional distribution of strategic management within relevant authorities; it makes practical recommendations for the functional realization of strategic management goals at all stages of a crisis; it identifies the responsible supervisory entities and the main results of strategic management. The range of problems of the subsystems of strategic management in a crisis period is researched; a basic set of strategic competences of the management authorities is found; and the functional distribution of strategic management in crisis conditions is shown. The suggested mechanism for strategic management in crisis situations is the instrument for the prevention and liquidation of crisis phenomena; it increases the efficiency of the adoption and realization of strategic plans to counter crises. Using planned scenarios and mechanisms to run corporations during a crisis may provide the opportunity to maintain strict governance of the actions of corporate top management and to identify the main tasks for neutralizing crisis events as they develop during the crisis situation. Quick and effective implementation of the set tasks during a crisis will help a corporation to increase the efficiency of its anti-crisis measures.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Strategic Management in Times of Crisis

Groh¹

2014

American Journal of Economics and Business Administration

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“…2 See, e.g., Benoit 1997;Pauly and Hutchison 2005;Small 1991;Tyler 1997;Williams and Treadaway 1992. 6 risk management 3 . The effectiveness of a response to a public relations crisis may therefore depend on the firm's previous investments in reputation management.…”

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confidence: 99%

Corporate apology for environmental damage

2018

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Apologies are a powerful way to restore trust and reduce punishment costs in bilateral settings. But what do we know about public apologies for large scale man-made disasters? Herein we report on results from an experiment with apologies in a multilateral setting: a firm-caused environmental disaster.Subjects read about an oil spill scenario, and learned whether the oil firm made a full apology, a partial apology, or no apology, and whether the firm had a good, bad, or no environmental reputation. A partial apology is one that fails to accept full material responsibility for damages, such as by shifting the blame to another party. We find that full apologies and better reputation reduce the demand for punishment. However, full apologies and reputation are substitutes, with reputation being significantly more important. Additionally, apologies do not reduce the demand for compensation and may increase it if the firm is clearly a bad actor, or if admission of guilt is the only information subjects have. Our results help explain corporate social responsibility investments and greenwashing, and why many public apologies over an environmental disaster are only partial apologies.

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“…research lacks an insider perspective and relies on analysis of single crisis events (Pauly & Hutchison, 2005;Waymer & Heath, 2007). This study is the first to provide best practices exclusively for communication about crises that involve issues of culture, ethnicity, and/or race from expert crisis managers' perspectives.…”

mentioning

confidence: 99%