Despite the burgeoning number of studies examining stakeholder effects of crisis communication and crisis causes, the varied categorizations used, together with inconsistent findings, has meant that ...knowledge gaps remain. Specifically, existing studies have not established whether a significant hierarchy of best communicated accounts exist that minimize crisis impact on stakeholder reactions. In addition, whether different crisis causes have different emotional, attitudinal and behavioral outcomes still requires examination. Further, crisis emotion research has been limited and has predominantly investigated anger and sympathy, indicating the need to explore a greater variety of crisis emotions.
This investigation of the impact of a hierarchy of five crisis communication accounts and four crisis causes on multiple stakeholder reactions elicited several key findings. Although “confession” was the most preferred crisis account, “no comment” was almost as successful in mitigating negative reactions. Counterintuitively, confession reduced responsibility judgments. No comment was second to confession in mitigating negative, and promoting positive, reactions. Further, company control of a crisis was found to be the single most powerful predictor of stakeholder reactions. Involvement elicited multiple positive and negative crisis emotions, while different emotion categories elicited different behavioral intentions. Attitude to the company also impacted behavioral intentions.
In practice, the existing models of tackling companies’ crises are still lacking effectiveness and efficiency. The agile crisis project management model (ACPM) is based on the crisis project ...management doctrines, which we upgraded with the principles and methodologies of agile project management. It was developed for the resolution of such crises.
Relying on scientific knowledge and in accordance with the defined research problem, we decided to use the qualitative research methods while using a method of highly structured interviews for data collection. A comparative case studies method was used for the comparative comparison of effectiveness and efficiency among the sample companies, which were divided into groups A and B. Companies in group A used the non-project approach, the traditional project, and/or the hybrid non-project–traditional project approach (CM approach) in implementing the planned measures and activities in the restructuring process and/or renovation; companies in group B used the agile project and/or the hybrid agile project–traditional project approach (ACPM approach).
The studied companies facing crises used various implementation approaches for the planned measures and activities within the framework of the crisis solution. The companies using the ACPM approach (group B) completed their restructuring and/or renewal process more quickly and were more effective and efficient after the crisis than during the pre-crisis period. At the same time, their net sales growth was also higher than the growth of companies using the CM approach (group A).
The article demonstrates the results of the research, which studied the effectiveness and efficiency of resolving the sample companies’ crises. In accordance with the research results, we conclude that supplementing the crisis project management with an agile project approach when resolving company crises positively affects the efficiency and effectiveness of companies after the crisis.
Strategy Map for the Crisis Communication Kádárová, Jaroslava; Mihalčová, Bohuslava; Kádár, Gabriel ...
Procedia economics and finance,
2015, 2015-00-00, Volume:
23
Journal Article
Peer reviewed
Open access
Companies are starting to focus on the proactive crisis management as one of the cornerstones of the crisis communication. Effective crisis communication is crucial for the successful resolution of ...corporate crisis. Crisis communication is the highly specific company areas, because it introduces the penetration of crisis management and corporate communications. In terms of crisis communication tasks, which are aimed at solving problems in a company, it is essential to provide roles in terms of strategic and operational management. Effective crisis communication in the enterprise should be planned in advance and successful managed, since every crisis has its life cycle, which can be influenced. The missing link between formulation of the strategy crisis communication and its implementation provides a strategic map, which is logical and coherent architecture for description of the crisis communication strategy. Strategy map of crisis communication shows the achievement of corporate objective, which in times of crisis, is the stability of the company. On the base of relationship of the causes and consequences, the strategic objective of crisis communication becomes understandable.
Social responsibility is a very important element of modern business where the companies integrate the care about the society in to their business, business strategy and relationships with their ...owners, employees, consumers, customers, suppliers and wider public. Adherence to ethical principles because of the moral obligation, and not only in order to fulfil the legal obligations, gives the company added value which may contribute to mainten ance of continuous stability of the company and serve as one of the mechanisms for overcoming the crisis in the company at the time of adverse market and economic situations. Such an approach to corporate management has been increasingly contributing to the realization of competitive advantage of the company on the market. This paper explains why the social responsibility in the modern operation of a company is important and how it can help in overcoming the adverse economic situations that may lead to crisis in the company. The conclusions in the paper are based on the carried out study of impact of social responsibility on the corporate image. The aim of this study was to examine the attitudes of the respondents about the importance of the socially responsible operation of the company for its image and purchase intention as well as the impact of various forms of socially responsible business on the corporate image.
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