Through the looking glass: A decade of Red Cross crisis response and situational crisis communication theory

Sisco, Hilary Fussell; Collins, Erik L.; Zoch, Lynn M.

doi:10.1016/j.pubrev.2009.08.018

Cited by 55 publications

(29 citation statements)

References 6 publications

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“…A content analysis revealed that out of 11 articles focusing on individual-actor crises, 10 employed IRT and the other employed a combination of IRT and SCCT (Avery, Lariscy, Kim, & Hocke, 2010). SCCT, however, was created to examine organizational-actor crises, primarily in corporate settings (Coombs, 2010; Fussell-Sisco, Collins, & Zoch, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

“May No Act of Ours Bring Shame”

Brown

Billings

2013

Communication & Sport

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This study examined the Penn State sex abuse scandal by applying traditional crisis communication strategies, usually invoked by an organization, to the online communication of the university’s active stakeholders, sports fans. Previous findings suggest sports fans will act on behalf of an organization during a crisis. Yet, the tweets of Penn State fans showed that they turned on the university and placed their loyalty with Coach Joe Paterno. Furthermore, this study discovered that fans engaged in the ingratiation, reminder, and scapegoat strategies most befitting the typology offered by Coombs, empowering the active stakeholders in the process. Results of this case provide a warning for organizations that online fan-based crisis response may not always be enacted in their best interests.

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Section: Literature Reviewmentioning

confidence: 99%

“May No Act of Ours Bring Shame”

Brown

Billings

2013

Communication & Sport

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“…Unfortunately, most of the evidence provided in the extant literature is in business organizations, where maintenance of reputation capital and bolstering of the stakeholders' values were essential (for example: COOMBS; HOLLADAY, 2002;BLANEY;BENOIT;BRAZEAL, 2002;COOMBS, 2007;FUSSELL;COLLINS;ZOCH, 2009;COOLEY, 2011). Moreover, despite its importance, very few organizations seem to understand the processes and implications of adopting and applying the SCCT model for managing crises and maintaining corporate reputation in times of conflict (KRIYANTONO, 2012;GALLAGHER, 2013).…”

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confidence: 99%

Managing Reputation Risk and Situational Crisis in Higher Institutions of Learning

Effiong

2014

Ind. Jour. Manag. & Prod.

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“…Nonprofit organizations experience events that generate uncertainty and potentially create undesirable outcomes (Herman et al, 2004;Herman & Oliver, 2001;Spillan, 2003). Several recent high-profile case studies include Association for Community Organizations for Reform Now (ACORN; Sisco, 2012), American Red Cross (Sisco et al, 2010), Planned Parenthood (Rasmussen, 2015), Livestrong Foundation, and Susan G. Komen Foundation (SGK; Kinsky et al, 2014). ACORN, American Red Cross, Livestrong Foundation, and Planned Parenthood studies focused on fraudulent activity from internal stakeholders that gave rise to negative media coverage.…”

Section: Types Of Crises Impacting and Concerning Nonprofit Organizationsmentioning

confidence: 99%

Crisis Communication Preparedness Practices Among U.S. Charitable Organizations: Results From a National Survey

Fuller

Sala

2021

SAGE Open

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Organizations should prepare for crises, through identifying crisis concerns, having written crisis communication plans, and designating teams for crisis planning and response, for example. Nonprofit organizations, which represent an important sector of U.S. society, are no different in needing to prepare, but to date, a review of their crisis communication preparedness is lacking. Therefore, a national online survey of 2,005 U.S. charitable organizations was administered to determine nonprofit organizations’ adoption of an anticipatory perspective of crisis management. The anticipatory perspective shifts the organization’s focus from reaction to crises to anticipation of them. According to the survey, 75% of organizations reported at least one organizational crisis in the 24 months prior to taking the survey (circa 2017–2019). Loss of a major stakeholder was the most common organizational crisis that had occurred and the greatest future concern. Most nonprofits (97.5%) reported implementing some crisis communication preparedness tactics. Importantly, charitable organizations can enact communication preparedness tactics without significantly detracting from program delivery. Moreover, given the general concerns within the sector, nonprofit organizations should prepare specifically for loss of a major stakeholder and technologically created crises such as data breaches and negative word of mouth on social media.

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Through the looking glass: A decade of Red Cross crisis response and situational crisis communication theory

Cited by 55 publications

References 6 publications

“May No Act of Ours Bring Shame”

“May No Act of Ours Bring Shame”

Managing Reputation Risk and Situational Crisis in Higher Institutions of Learning

Crisis Communication Preparedness Practices Among U.S. Charitable Organizations: Results From a National Survey

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