Multicultural Environments and Their Challenges to Crisis Communication

Oliveira, Maria de Fátima

doi:10.1177/0021943613487070

Cited by 30 publications

(9 citation statements)

References 48 publications

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“…Crisis communication is a critical competency for organizational leaders (Ulmer et al, 2019). Prior business and managerial communication research has examined message strategies (Bamber & Parry, 2016; Brühl & Kury, 2016; Johansson & Nord, 2018), and contingencies influencing a crisis response such as stakeholders (Mazzei & Ravazzani, 2015), multicultural environments (Fatima Oliveira, 2013), and leadership characteristics (Jamal & Abu Bakar, 2015). Although crisis management is an ongoing process (Coombs, 2014), most communication research focuses on response or postcrisis recovery compared to preparation (Coombs, 2010).…”

mentioning

confidence: 99%

Extending Discourse of Renewal to Preparedness: Construct and Scale Development of Readiness for Renewal

Fuller

Ulmer

McNatt

et al. 2019

Management Communication Quarterly

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This study developed the construct of readiness for renewal in organizations and evaluated its underlying psychometric properties. We drew on Discourse of Renewal theory to develop, pilot, and refine a scale through three studies with full-time employees whose organizations recently experienced crises. Study 1 established a two-factor structure that included ethical communication and effective organizational rhetoric. Using confirmatory factor analysis in Study 2, we replicated the two-factor solution. Because of a high correlation between factors, we modified the model to include a higher order factor predicting the two lower order factors. Study 3 translated the questionnaire and replicated findings from Study 2 with full-time employees in Mexico. The resulting 15-item instrument in English and Spanish can be used by researchers and practitioners interested in assessing precrisis readiness through the Discourse of Renewal.

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mentioning

confidence: 99%

Extending Discourse of Renewal to Preparedness: Construct and Scale Development of Readiness for Renewal

Fuller

Ulmer

McNatt

et al. 2019

Management Communication Quarterly

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“…While competence has long been considered from an organization perspective, it has not always been considered from the stakeholder perspective. Competence asks whether stakeholders judge the organization has the capacity to successful resolve the problem (de Fatima Oliveira, 2013;Hyv€ arinen and Vos, 2015).…”

Section: Building Crisis Capacity With Data Breachesmentioning

confidence: 99%

Building crisis capacity with data breaches: the role of stakeholder relationship management and strategic communication

Diers-Lawson

Symons

Zeng

2021

CCIJ

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PurposeData security breaches are an increasingly common and costly problem for organizations, yet there are critical gaps in our understanding of the role of stakeholder relationship management and crisis communication in relation to data breaches. In fact, though there have been some studies focusing on data breaches, little is known about what might constitute a “typical” response to data breaches whether those responses are effective at maintaining the stakeholders' relationship with the organization, their commitment to use the organization after the crisis, or the reputational threat of the crisis. Further, even less is known about the factors most influencing response and outcome evaluation during data breaches.Design/methodology/approachWe identify a “typical” response strategy to data breaches and then evaluate the role of this response in comparison to situation, stakeholder demographics and relationships between stakeholders, the issue and the organization using an experimental design. This experiment focuses on a 2 (type of organization) × 2 (prior knowledge of breach risk) with a control group design.FindingsFindings suggest that rather than employing reactive crisis response messaging the role of public relations should focus on proactive relationship building between organizations and key stakeholders.Originality/valueFor the last several decades much of the field of crisis communication has assumed that in the context of a crisis the response strategy itself would materially help the organization. These data suggest that the field crisis communication may have been making the wrong assumption. In fact, these data suggest that reactive crisis response has little-to-no effect once we consider the relationships between organizations, the issue and stakeholders. The findings show that an ongoing program of crisis capacity building is to an organization's strategic advantage when data security breaches occur.

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“…Today, many if not most issues and risks have cultural componentsno matter whether we are discussing challenges within countries (Olofsson, 2007) or we are discussing global crises (Gurman & Ellenberger, 2015). For example, increasing globalization poses unique challenges for practitioners as many do not feel prepared to handle multicultural issues or adapt their communication strategies across different cultures (de Fatima Oliveira, 2013). In fact, in Zhao's (2014) discussion of crisis communication in a global context, she suggests that nationalist, statist, classist, and often even cultural analyses are often too static rather than relational and dynamic.…”

Section: The Relationship Between Stakeholders and Issuesmentioning

confidence: 99%

Themes in Issues, Risk and Crisis Communication: A Multi-Dimensional Perspective.

Diers-Lawson¹

2020

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This chapter argues that because of the changing nature of crises, global environments, and reputation management organizations can no longer view crisis management and crisis communication as a process that begins when a crisis is triggered. Instead this chapter argues that good crisis communication is built on an active and socially responsible approach to stakeholder engagement involving issues and risk management as cornerstones of being an ethical organization serving the needs and interests of its stakeholders. In order to accomplish this goal, it argues that researchers and practitioners need to move away from organization-centered models to focus on stakeholder-centric models. Finally, it proposes that by applying the stakeholder relationship management model as an issue management and risk communication tool, organizations will be better positioned to minimize or mitigate risks to stakeholders and develop better overall strategies for responding to situations as they arise or crises as they are triggered.

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Multicultural Environments and Their Challenges to Crisis Communication

Cited by 30 publications

References 48 publications

Extending Discourse of Renewal to Preparedness: Construct and Scale Development of Readiness for Renewal

Extending Discourse of Renewal to Preparedness: Construct and Scale Development of Readiness for Renewal

Building crisis capacity with data breaches: the role of stakeholder relationship management and strategic communication

Themes in Issues, Risk and Crisis Communication: A Multi-Dimensional Perspective.

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