Download Corporate Identity and Crisis Response Strategies: by Olga Bloch PDF

By Olga Bloch

The historical past of trouble administration indicates that businesses embark on specific thoughts in keeping with quandary. So why are a few businesses’ concern communique options profitable, whereas others aren't? the aim of this e-book is to increase the present wisdom of concern reaction ideas through targeting company id as one of many elements that's probably to persuade their selection. Drawing upon insights from the sensemaking and chaos theories, in addition to conventional and replacement, non-European, techniques to approach formation, Olga Bloch contends that there's a reciprocal dating among company id and situation reaction thoughts. This courting is tested at the instance of Toyota Motor Corporation’s conversation in line with a trouble brought on by a sequence of remembers of its autos in 2009-2010.

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Extra resources for Corporate Identity and Crisis Response Strategies: Challenges and Opportunities of Communication in Times of Crisis

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From the point of view of crisis management, assigning a crisis to a particular type is an important step in assessing the threat, since crisis type is the frame used to guide interpretations of the situation. The contention is that crises of the same type display similar features and can be managed similarly. By understanding the specifics of a particular crisis type, a crisis manager may predict such crisis outcomes as the degree of the threat to reputation and the level of responsibility that can be assigned to the company and generate crisis responses for each specific type accordingly.

Here, the level of responsibility the organisation is perceived to have created different alternatives for communication during Chapter 1: The Notion of Crisis: Conceptual Framework 43 different stages of crisis development. These will be discussed in detail in the following section. 4 Crisis Stages As argued above, one feature of crisis is its dynamic development over time. Crisis can be best viewed as a process unfolding through particular stages. This means that communicative needs and strategies are likely to change over the course of a crisis.

1998). Developmental approaches are particularly useful, since they describe crises from a dynamic point of view, as series of interrelated and evolving events. Assumptions embedded within these approaches can provide some insights into the nature of crisis and help companies invoke strategies according to the specific needs of each stage. The main assumptions of the developmental approaches are as follows. First, crises are seen as “complex interactive structures in which outcomes are systemic and involve multiple actors” (Seeger et al.

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