Preventing damage: The psychology of crisis communication buffers in organized sports

Identification and Crisis: An Exploration Into the Influence of Sports Identification on Stakeholder Perceptions of Sports-Related Crisis

“…A buff er can be conceptualized as a "pre-existing factor that could infl uence" the perceptions surrounding a crisis (Koerber & Zabara, 2017, p. 194). Buff ers result in less serious crisis perceptions because of emotional or proximal perceived connections with the entity in crisis (Koerber & Zabara, 2017). In other words, an individual interprets a crisis via a kaleidoscope of perceptions, and those perceptions shape blame attribution and, ultimately, reputational assessment.…”

“…Th e assessment component from the situational crisis communication theory model, relational history, was tested in this research as sports identifi cation to answer the second research question and remaining research hypotheses. Situational crisis communication theory suggests that a prior positive relationship can provide buff ers or halos in crisis assessment, therefore reducing negative perceptions of crisis (Coombs, 2007a;Coombs & Holladay, 2006;Koerber & Zabara, 2017). Sports communication research defi nes relationship with sport as sports identifi cation and assesses sports identifi cation using two broad and interchangeable terms: fandom and fanship.…”

“…Th is research argues that relational history is the factor that diff ers between crises in sport and crises in traditional organizations. Situational crisis communication theory suggests that a positive prior relationship with stakeholders can act as a buff er (Coombs, 2007a;Koerber & Zabara, 2017) or off er a halo eff ect (Coombs & Holladay, 2006) during times of crisis. Th is positive prior relationship reduces negative stakeholder perceptions and allows an organization to more quickly recover from the crisis.…”

Brand crisis management: the use of information for prevention, identification and management

“…The speed and credibility of information would be crucial (Coombs, 2007b;K. Kim et al, 2017;Koerber & Zabara, 2016;Rosa, 2001;Silva Neto, 2010).…”

“…Recent studies on brand crisis management have focused on the use of social networks as a means of monitoring and spreading crises, as well as on their effects on brand images (Hood, 2012;K. Kim, J. Kim, & Reid, 2017;Koerber & Zabara, 2016;Ngai & Falkheimer, 2017;Pace, Balboni, & Gistri, 2015;Park, 2016;Roh, 2017;Roshan, Warren, & Carr, 2016;Rubel, Naik, & Srinivasan, 2011;Salvador, Strehlau, & Ikeda, 2015;Salvador, Ikeda, & Crescitelli, 2017)the {IKEA} cuddle toy Lufsig was connoted as a symbol of the Chief Executive (CE. This paper is a scientific contribution, since it addresses crises from decision-makers' perspective, opening up a new research front at the intersection of knowledge concerning brand crisis management, information management and organizational development.…”