Restoring a reputation: The Duke University lacrosse scandal

Fortunato, John A.

doi:10.1016/j.pubrev.2008.03.006

Cited by 82 publications

(58 citation statements)

References 29 publications

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“…The effectiveness of response strategies can be crucial to a firm's reputation: "The actions that the organization takes in dealing with social media and how it responds during times of crisis could drastically diminish the harm if managed properly or significantly increase the harm if mismanaged". 12 This shows that it is highly inefficient to try to ignore the complaints occurring in social media. Although firms may not have any presence in Web 2.0, they are not excluded from online complaints.…”

Section: 3mentioning

confidence: 99%

“…Social media sites can be defined as highly interactive platforms via which individuals and communities share, co-create, discuss and modify user-generated content and share it with friends and followers. 9 Others, 12 add to this definition that social media gives the press but also individuals the opportunity to express and spread their opinions. Thus, social media leads to significant consumer empowerment while companies increasingly lose control over communication between users.…”

mentioning

confidence: 99%

“…Reputation management implies taking harms to the company's reputation seriously and in turn to actively develop strategies to treat each case individually. 12 Furthermore, the management of a company's reputation must be a two-way path: top-down and bottom-up.…”

mentioning

confidence: 99%

“…Firms may commit strategic failures when using social media applications or use ineffective response strategies during social media crises. 8,11,12,14,36 Regardless of the specific angle, the above mentioned threats put corporate reputation at serious risk due to the inherent characteristics of social media which are apparent in each angle: real-time communication, ease of access, widespread adoption of Web 2.0, the long-term memory of the Internet, the leader-follower effect as well as the fact that organizations possess no control over social media users. 4,16,17,21,27,28,29 An organization needs to have a portfolio of response strategies from which it can choose an appropriate strategy for each corresponding case.…”

mentioning

confidence: 99%

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Business reputation and social media: A primer on threats and responses

Horn¹,

Taros²,

Dirkes³

et al. 2015

J Direct Data Digit Mark Pract

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With the emergence of the Interactive Web or (Web 2.0), social media applications gained enormous popularity among Internet users forcing businesses to adapt their marketing strategies and engage the social media as part of their marketing toolbox. The social media has empowered the public and weakened the position of businesses by exposing them to negative publicity, customer attacks and reputation damage. This study analyzes the threat of social media to the corporate reputation that can be damaged by three different actors: the customer, the employee and the corporation itself. We review the literature about the impact of each of these actors and assess the findings by means of real-life cases. Based on the findings, social media reputation threats are discussed in light of corporate response strategies. The results indicate that organizations need to develop a portfolio of response strategies with several approaches specifically relating to each of the three actors of reputation damage; the best policy of businesses to successfully manage their reputation is to create an organization capable of managing the risks to corporate reputation arising from employees and the corporation itself. The real-life cases indicate a lack of organizational knowledge on how to effectively manage social media risks, highlighting the need for businesses to update their knowledge on using the social media as part of their marketing toolbox. Finally the various response strategies are classified according to the source of the reputation threat.

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Section: 3mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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Business reputation and social media: A primer on threats and responses

Horn¹,

Taros²,

Dirkes³

et al. 2015

J Direct Data Digit Mark Pract

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“…In these cases it is important for company leaders to engage with multiple audiences about the nature and severity of their actions. Fortunato (2008) indicates that the crisis event makes it necessary to use crisis response strategies because responsibility for the occurrence is placed on the organization. Transparency and accountability are needed in these cases to explain "the facts of the incident, but also to provide a feeling that steps are being taken to help ensure that a similar incident will never happen again" (Fortunato, 2008, p. 117).…”

Section: Introductionmentioning

confidence: 99%

The Quest for Transparency and Accountability: Communicating Responsibly to Stakeholders in Crises

Padgett¹,

Cheng²,

Parekh³

2013

ASS

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As organizations around the world experience crises, they are finding it necessary to craft messages that speak to a more global audience in order to renegotiate social legitimacy by demonstrating ethical leadership in a more global environment. This paper aims at investigating two crisis cases across international borders, including BP's (formerly British Petroleum) massive oil spill in the Gulf of Mexico and Indian-based Satyam Computer Services' near-collapse as a result of corporate fraud. In both cases, crisis response demonstrated a lack of sensitivity to stakeholders, a lack of transparency, and a lack of strategic communication. In this study, we examine the crisis response of company officials in the aftermath of events that had both national and global effects. From the analysis, three general themes emerge: 1) issues of blame and accountability, 2) issue of transparency, and 3) success or failure in crisis response. The cases point to the need for organizational leaders to establish a clear line of communication with stakeholders, so they are better equipped to move beyond the crisis situation. Findings demonstrate that the more we know about how companies translate their role as corporate citizens, particularly in the face of crises, the better we are to determine standards for practice that help to rebuild image and restore legitimacy.

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