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Journal articles on the topic 'Communication in crisis management – Kenya'

Author: Grafiati

Published: 4 June 2021

Last updated: 16 February 2022

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1

Ngoye, Ben Otieno, Halima Saado, and Caroline Wambui Gachari. "Who could have seen this coming? The Kenya red cross society and the drought appeal of 2019." Emerald Emerging Markets Case Studies 11, no. 2 (May 17, 2021): 1–20. http://dx.doi.org/10.1108/eemcs-03-2020-0069.

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Learning outcomes The case will be useful in helping learners: to appreciate concepts in and develop the necessary understanding to apply relevant theories in crisis communications; to identify communications issues along with the evolution of a crisis; to understand the importance and role of a crisis communications team; and to develop skills in writing a crisis communications plan. Case overview/synopsis The case is a narration of the experiences of the Kenya Red Cross Society (KRCS) as it launched the Kenya drought appeal in March 2019, and the unexpected media and public backlash that ensued. The background is that of an unusual-yet-previously-predicted dry spell, consequent drought and famine, alleged famine-related deaths, mixed signals from the national and county government and a hitherto well-regarded institution (the KRCS) coming in to launch an appeal aimed at raising funds to help alleviate the effects of the prolonged drought and consequent famine in the northern parts of the country. Unfortunately, a major media and public backlash that was not foreseen by KRCS ensued, and it threatened the reputation and very existence of the organization. Drawing on interviews and secondary material in the public domain, the case focuses on how the KRCS navigates the media and public backlash that ensued following the funding appeal. The case is interesting because of the type of organization involved (a not-for-profit institution set up as auxiliary to the government and of good repute), the nature of the problem (reputational crisis and attendant risk management), the setting (a LMIC in sub-Saharan Africa) and the level of analysis (organizational rather than individual decision-making).[AQ1] Complexity academic level Masters level – MBA, Executive MBA, Master’s in Public Management, Master’s in Communication and/or similar courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

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Mäkinen, Maarit, and Mary Wangu Kuira. "Social Media and Postelection Crisis in Kenya." International Journal of Press/Politics 13, no. 3 (July 2008): 328–35. http://dx.doi.org/10.1177/1940161208319409.

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3

Eldridge, Chad C., Debra Hampton, and Julie Marfell. "Communication during crisis." Nursing Management 51, no. 8 (August 2020): 50–53. http://dx.doi.org/10.1097/01.numa.0000688976.29383.dc.

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4

Olsson, Eva-Karin. "Crisis Communication in Public Organisations: Dimensions of Crisis Communication Revisited." Journal of Contingencies and Crisis Management 22, no. 2 (April 8, 2014): 113–25. http://dx.doi.org/10.1111/1468-5973.12047.

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5

Wodak, Ruth. "Crisis communication and crisis management during COVID-19." Global Discourse 11, no. 3 (May 1, 2021): 329–53. http://dx.doi.org/10.1332/204378921x16100431230102.

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This paper presents results from a comparative and qualitative discourse-historical analysis of governmental crisis communication in Austria, Germany, France, Hungary and Sweden, during the global COVID-19 pandemic lockdown from March 2020 to May 2020 (a ‘discourse strand’). By analysing a sample of important speeches and press conferences by government leaders (all performing as the ‘face of crisis management’), it is possible to deconstruct a range of discursive strategies announcing/legitimising restrictive measures in order to cope with the COVID-19 pandemic where everybody is in danger of falling ill, regardless of their status, position, education and so forth. I focus on four frames that have been employed to mitigate the ‘dread of death’ (<xref ref-type="bibr" rid="CIT0004">Bauman, 2006</xref>) and counter the ‘denial of death’ (<xref ref-type="bibr" rid="CIT0006">Becker, 1973/2020</xref>): a ‘religious frame’, a ‘dialogic frame’, a frame emphasising ‘trust’, and a frame of ‘leading a war’. These interpretation frameworks are all embedded in ‘renationalising’ tendencies, specifically visible in the EU member states where even the Schengen Area was suddenly abolished (in order to ‘keep the virus out’) and borders were closed. Thus, everybody continues to be confronted with national biopolitics and body politics (<xref ref-type="bibr" rid="CIT0092">Wodak, 2021</xref>).

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Strandberg, Julia Matilda, and Orla Vigsø. "Internal crisis communication." Corporate Communications: An International Journal 21, no. 1 (February 1, 2016): 89–102. http://dx.doi.org/10.1108/ccij-11-2014-0083.

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Purpose – The purpose of this paper is to contribute to the study of internal crisis communication, not only the communication from the management to the employees, but also the employees’ communication with each other, in order to highlight the role of communication in the employees’ sensemaking during a crisis situation. Design/methodology/approach – The study was conducted as interviews with both managers and employees at a municipality in the Stockholm region, where a former employee had just been accused of embezzling approx. 25 million SEK. The interviews were analysed with particular interest to descriptions of how information was communicated, and how the sensemaking process developed. Findings – The crisis communication was successful when it came to informing external stakeholders and media. But the management and the employees had different views on the communication. The employees felt that management did not present all the information they needed, which made their sensemaking based on assumptions and rumours, and on the culture in the unit. Management interpreted that the crisis was not due to a culture problem, while the employees felt that there was a shared responsibility. Blaming the former employee was perceived as a way of dodging the cultural problems. Practical implications – Conclusions can be generalized into three points: first, differences between external and internal crisis communication need to be taken into account. Second, a crisis can strengthen existing patterns within a dysfunctional culture. Third, do not use single employees as scapegoats, putting all blame on them. Originality/value – The study shows the significance of culture and rumour as components of sensemaking in a crisis situation. The results should be applicable to most kinds of organizations, commercial or not.

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7

Coombs, W. Timothy. "Teaching the crisis management/communication course." Public Relations Review 27, no. 1 (March 2001): 89–101. http://dx.doi.org/10.1016/s0363-8111(01)00072-8.

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8

Payne, Lisa Lyon. "Synthesizing Crisis Communication and Reputation Management." Journal of Promotion Management 12, no. 3-4 (September 2006): 161–87. http://dx.doi.org/10.1300/j057v12n03_10.

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9

Perry, Danielle C., Maureen Taylor, and Marya L. Doerfel. "Internet-Based Communication in Crisis Management." Management Communication Quarterly 17, no. 2 (November 2003): 206–32. http://dx.doi.org/10.1177/0893318903256227.

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10

Snoussi, Thouraya. "Social Media for Crisis Communication Management." International Journal of Business and Management Research 8, no. 3 (September 30, 2020): 64–72. http://dx.doi.org/10.37391/ijbmr.080302.

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This paper analyzes trends related to the role of social media in crisis communication. The author posed a question about the attitudes of online media actors (communication, public relations and marketing experts) towards using social media as a strategic communication tool in times of crisis; Emphasis on two different crises: the 2016 Turkish political crisis and the global health pandemic (COVID-19) in 2020. Communications actors' perceptions and behaviors of social media in times of crisis were tracked through a mixed method (a content analysis of 40 online publications about the military coup attempt in Turkey, and 20 semi structured in-depth interviews about the usage of social media during the quarantine period). The results showed that social media is a lifeboat that is provided to organizations in times of crisis, as communication with customers becomes a vital factor in managing critical situations. Meanwhile, some participants expressed reservations about confidence in the use of social media in times of crisis, stressing that these networks are a double-edged sword. As the keyword for crisis management, a strategic communication plan should take place via social media to discuss customer inquiries with clients, answer their questions, and try to reduce their anxiety, according to the interviewee.

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van der Meer, Toni G. L. A., and Joost W. M. Verhoeven. "Emotional crisis communication." Public Relations Review 40, no. 3 (September 2014): 526–36. http://dx.doi.org/10.1016/j.pubrev.2014.03.004.

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Jin, Yan, and Soo Yeon Hong. "Explicating crisis coping in crisis communication." Public Relations Review 36, no. 4 (November 2010): 352–60. http://dx.doi.org/10.1016/j.pubrev.2010.06.002.

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Vigsø, Orla. "Ironic Crisis Communication?" Nordicom Review 34, no. 2 (November 1, 2013): 123–34. http://dx.doi.org/10.2478/nor-2013-0058.

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Abstract Humour and irony are normally not recommended within crisis communication. So when the main Swedish rail company SJ in January 2011 issued three short videos taking an ironical stance on the company and its damaged reputation, it attracted a great deal of attention. But the good will generated by this unexpected irony was apparently never fully understood by the management, and was thus lost or directly undermined by their subsequent communication. This article addresses the specific case of SJ’s crisis communication in early 2011, with particular interest in the question of the use of humour and irony in a crisis situation.

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Christensen, Tom, and Per Lægreid. "The coronavirus crisis—crisis communication, meaning-making, and reputation management." International Public Management Journal 23, no. 5 (September 1, 2020): 713–29. http://dx.doi.org/10.1080/10967494.2020.1812455.

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Simonsen, Anne Hege, and Jon Petter Evensen. "Crisis, What Crisis?" Nordicom Review 38, s2 (November 28, 2017): 87–102. http://dx.doi.org/10.1515/nor-2017-0416.

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Abstract As in most countries, Norwegian and Danish media houses struggle to adjust to new technological, economic and political realities. Photo departments have seen their budgets cut and people have been let go. It looks, however, as if the organisational response to the crisis is more nuanced than it may seem at first glance. We have examined three media organisations, with a reputation for an above average interest in photojournalism, through the filter of organisational psychology. By looking at the conjunction between organisational culture, the present climate, and what we may call visual editorial competence, which relates to a photo department’s relative power within the organisation, we try to shed some light on when and why photo departments are able to implement their own crisis management and thus influence their own situation. Our findings suggest that photo departments with a strong culture are more resilient to a climate marked by disruptive change. The overall visual editorial competence does, however, impact their manoeuvring space within the organisation.

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Kimotho, Stephen Gichuhi, and Carolyne Nyaboe Nyarang'o. "Role of Social Media in Terrorism Crisis Communication." International Journal of Information Systems for Crisis Response and Management 11, no. 1 (January 2019): 65–82. http://dx.doi.org/10.4018/ijiscram.2019010104.

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Terrorism targeting corporate bodies remains one the greatest risks to the most critical intangible asset of any organization: reputation. Thus, effective crisis communication is critical during and after terror crisis to mitigate further damage on the reputation. To date, many studies around the globe have tended to focus on the role of the traditional media during terror crisis, paying minimal attention to organisations' use of social media during terror crisis. Using a descriptive qualitative case study, this study examined the role of social media during 2013 Westgate Mall terror attack, in Nairobi, Kenya. Findings revealed that the Interior Ministry (IM) used Twitter as the preferred social media platform to communicate with various stakeholders. Accommodative crisis response strategies were the most used by the IM. However, the ministry was plagued with inaccuracies and inconsistencies in its responses on social media compromising reputation of the government further. Balancing the need for speedy response, accuracy and consistency, remained the greatest challenge for the IM.

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Heide, Mats, and Charlotte Simonsson. "Developing internal crisis communication." Corporate Communications: An International Journal 19, no. 2 (April 1, 2014): 128–46. http://dx.doi.org/10.1108/ccij-09-2012-0063.

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Purpose – The article has two major purposes. The first purpose is to examine the roles and practices of communication professionals in relation to internal aspects of crisis communication. The second is to suggest new roles and practices for communication professionals that will enable a strategic approach to internal crisis communication. This article is based on empirical material from a larger three-year research project that focuses on internal crisis communication at a university hospital (UH) in Sweden. Design/methodology/approach – This article is based on empirical material from a larger, three-year research project that focuses on internal crisis communication at a university hospital (UH). For the purpose of this article the authors have mainly analysed transcripts of 24 semi-structured interviews that lasted 1-1.5 hours each. The authors chose to interview both communication professionals and other key persons/crisis managers in order to have the role and practices of communication professionals elucidated not only from the perspective of communication professionals themselves. Findings – A conclusion from the case study is that communication professionals have a rather limited role in internal crisis communication. Their role is primarily focused on information distribution through the intranet, even though they are also involved in strategic managerial work during the acute stage of the crisis. The communication professionals are first and foremost called for once the crisis has already occurred, which can be seen as a “communication on demand” approach, which limits a strategic orientation. In this paper some new roles and practices for communication professionals are suggested, which involve a strategic approach and cover all the stages of crisis. Research limitations/implications – Future research needs to go deeper into the practices and processes of these roles. Practical implications – Important prerequisites for fulfilling a strategic role as a communication professional are membership of the board, diversified communication roles, a developed managerial role, being closer to core operations, and legitimacy. Originality/value – The absence of a strategic crisis management thinking and discourse in organisations delimits communication professionals to a technical role rather than a managerial and strategic role. Taking internal crisis communication seriously and adopting a broader view of crises will raise new demands on communication professionals, which go beyond the operational and tactical roles in the acute phase of a crisis.

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Civelek, Mustafa Emre, Murat Cemberci, and Necati Erdem Eralp. "The Role of Social Media in Crisis Communication and Crisis Management." International Journal of Research in Business and Social Science (2147-4478) 5, no. 3 (April 20, 2016): 111–20. http://dx.doi.org/10.20525/ijrbs.v5i3.279.

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Social media and social media tools have improved rapidly and started to influence society especially in recent years. This influence has forced businesses to revolutionize their communication with the external environment. The fact that Web 2.0 has an influence on consumer behavior, and that it makes the consumers stronger; requires faster, more flexible and more sensitive communication processes in businesses. Especially during a time of crisis, a business’ communication with the external environment is quite critical. For this reason, the way how the crisis communication is managed through social media is vital for businesses. In this article, the perceptions of how to manage businesses during a time of crisis so that they make minimum loss, is shared.

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White, Candace. "Examining a crisis communication void." Journal of Communication Management 13, no. 2 (May 8, 2009): 176–90. http://dx.doi.org/10.1108/13632540910951777.

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Румянцева and I. Rumyantseva. "Anti-crisis Communication Competence." Administration 4, no. 4 (September 19, 2016): 99–103. http://dx.doi.org/10.12737/22796.

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The article presents the rules of constructive communication that you need to apply in crisis management. These rules are found a lot in common with constructive negotiating techniques. Selected types of communication interactions in a crisis. Using presented in the paper rules, it is proposed that crisis communication competence of executives necessary to successfully manage interactions in the team in today’s economy.

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Eriksson, Mats, and Eva-Karin Olsson. "Facebook and Twitter in Crisis Communication: A Comparative Study of Crisis Communication Professionals and Citizens." Journal of Contingencies and Crisis Management 24, no. 4 (June 13, 2016): 198–208. http://dx.doi.org/10.1111/1468-5973.12116.

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22

Chege, Michael. "Paradigms of doom and the development management crisis in Kenya." Journal of Development Studies 33, no. 4 (April 1, 1997): 552–67. http://dx.doi.org/10.1080/00220389708422481.

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23

Guembour, Abderraouf, and Raki Nadira. "Role of Communication and Technology in Crisis Management." European Journal of Engineering and Formal Sciences 2, no. 2 (June 12, 2018): 96. http://dx.doi.org/10.26417/ejef.v2i2.p96-100.

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This study aims to indicate the role of the communication process and new technologies in the crisis management, by showing deferent concepts related to the crisis management, its phases, how can we manage crisis using communication, and how can we use technology to manage crisis. The main idea of this study is that stakeholders (internal or external) are very important to overcome on a crisis, and every organization must identify the full range of its stakeholders, so it can receive their help when it is necessary.

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Adamu, Adamu Abbas, Bahtiar Bin Mohamad, and Nik Adzrieman Bin Abdul Rahman. "Towards measuring internal crisis communication." Journal of Asian Pacific Communication 28, no. 1 (January 19, 2018): 107–28. http://dx.doi.org/10.1075/japc.00006.ada.

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Abstract Researchers are often faced with challenges of measurements for the phenomena of their interest. Progress in such situation can only be done through developing new measurements. Therefore, grounded on the pool of items generated from previous literature, this study takes a qualitative approach to develop a valid measure for internal crisis communication following two stage of Churchill’s seminal theory. This study used semi-structured in-depth interviews for collecting data with a sample of 12 informants who are employees of an electric distribution company in Nigeria. The findings of this study indicated that the new internal crisis communication measure improved the quality of communication between management and employee during crisis. This study could provide policy makers, regulators, managers, and government on how to improve the crisis management among stakeholders. Also, the study is significant to the literature particularly in developing economy on crisis management that is lacking. Further study could look at internal stakeholders during crisis in other sectors.

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Pop, Ștefan. "Prevention and Crisis Management." International conference KNOWLEDGE-BASED ORGANIZATION 23, no. 1 (June 20, 2017): 246–50. http://dx.doi.org/10.1515/kbo-2017-0039.

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Abstract Crisis management should always be proactive and not just reactive. Every organization must engage in proactive crisis management by monitoring issues related to its business and to society in general, by assessing risks and developing a crisis communication plan. Proactive crisis management helps organizations anticipate a crisis before it occurs. This said, a great part of crisis management is reactive management, as it is about dealing with a crisis once it hits.

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Pathak, Shubham. "Disaster Crisis Communication Innovations." International Journal of Disaster Response and Emergency Management 2, no. 2 (July 2019): 1–16. http://dx.doi.org/10.4018/ijdrem.2019070101.

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Disaster crisis communication is essential for providing adequate and successful disaster management process during disaster events. This article analyses the disaster communication in Thailand during the 2011 floods. The newspapers and government agencies found it difficult to provide timely and accessible flood information to the public. The methodology involves qualitative analysis of the data collected by questionnaire survey, key informant interviews and print news headlines from three leading newspapers in Thailand. The article involves adoption of structuration theory for analyzing the severe implication and inadequate crisis communication in Thailand during 2011 floods. The findings include the gaps in the disaster communication systems at the government level towards the local community. There is a need to provide user friendly disaster communication system to assist in resilient communities. All channels of communication including television and media, smartphones, open source data and social media must be incorporated in a comprehensive disaster communication system.

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Guembour, Abderraouf, and Raki Nadira. "Role of Communication and Technology in Crisis Management." European Journal of Formal Sciences and Engineering 1, no. 2 (July 17, 2018): 39. http://dx.doi.org/10.26417/ejfe.v1i2.p39-44.

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Johansson, Anders, and Malin Härenstam. "Knowledge Communication: A Key to Successful Crisis Management." Biosecurity and Bioterrorism: Biodefense Strategy, Practice, and Science 11, S1 (September 2013): S260—S263. http://dx.doi.org/10.1089/bsp.2013.0052.

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Marsen, Sky. "Navigating Crisis: The Role of Communication in Organizational Crisis." International Journal of Business Communication 57, no. 2 (October 21, 2019): 163–75. http://dx.doi.org/10.1177/2329488419882981.

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This article introduces the special issue on crisis communication, whose aim is to bring together diverse approaches and methods of analysis in the field. The article overviews the field by discussing two main frameworks, dealing with postcrisis (reputation management) and precrisis (issue management) communication, respectively. The article then overviews some major theories of crisis communication and their different methodologies: image repair, situational crisis communication theory, rhetorical arena theory, narrative, and integrated crisis mapping. It ends with a description of some lessons learned that apply to all approaches and an overview of the contributions to the issue. By comparing and contrasting different perspectives on crisis communication, the article emphasizes the rich diversity that characterizes this branch of business communication.

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Fähnrich, Birte, Claudia Janssen Danyi, and Howard Nothhaft. "The German plagiarism crisis." Journal of Communication Management 19, no. 1 (February 2, 2015): 20–38. http://dx.doi.org/10.1108/jcom-11-2013-0081.

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Purpose – Rising public scrutiny has? brought new demands for science communication. Especially, incidents of falsification, fabrication, and plagiarism have recently come to question academic integrity and legitimacy in Germany. Focussing on a prominent plagiarism case that revolved around the former Minister of Science and Education’s dissertation, the purpose of this paper is to investigate the communication strategies of the Düsseldorf University as it navigated the complex challenges of the crisis situation. Design/methodology/approach – The analysis is based on a rhetorical analysis of the public discourse of the University Düsseldorf in the context of the plagiarism crisis. Findings – The study finds that the university responded to the crisis by focussing on legitimating the legal and administrative process by which it evaluated Schavan’s dissertation and revoked the degree. In turn, this focus neglected restoring the threatened reputation of graduate education and of scholarship itself. Ultimately, the crisis communication of the university worked to undermine the premises and goals of science communication. Research limitations/implications – Future research should focus on case studies of crisis communication by academic and research organizations as well as on investigating the effects of crisis rhetoric on public trust in and on understanding of academic research. The study suggests that it is worthwhile for crisis and science communication scholars to work to develop distinct frameworks for science communication in crisis and crisis communication in science that account for the unique tensions and duality of needs in this arena. Originality/value – The study contributes to the understanding of the intersections between crisis communication and science communication. Especially, it underlines the importance of developing distinct frameworks for science communication in crisis and crisis communication in science that account for the unique tensions and duality of needs in this arena.

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TSUCHIDA, Shoji. "Crisis Communication at the Fukushima Accident and the Concept of Crisis Management." Journal of the Atomic Energy Society of Japan 54, no. 3 (2012): 181–83. http://dx.doi.org/10.3327/jaesjb.54.3_181.

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Sulistyanto, Ari, Usmar Usmar, and Hermiyetti Hermiyetti. "Model of Crisis Communication Management in the Perspective of Situational Crisis Communication Theory at the Transportation Ministry." Jurnal Komunikasi Ikatan Sarjana Komunikasi Indonesia 5, no. 2 (December 25, 2020): 232–42. http://dx.doi.org/10.25008/jkiski.v5i2.408.

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Rapid disaster response is necessary since it involves various stakeholders in disaster. However, rapid response is difficult to implement due to structural constraints and organizational hierarchy. This research aims to reveal structural constraints to crisis communication management in the internal organization of the Transportation Ministry. Situational Crisis Communication Theory (SCCT) approaches offer a framework to understand management in general in responding to crisis situation. This research uses a qualitative method with case study approaches. The results of this research show that in the pre-crisis phase the organization serves as media for sections at the Transportation Ministry to interact in monitoring potential crisis. In the crisis and post-crisis response phases, the establishment of an Ad Hoc Crisis Communication Team (TKK) has changed the organization from being under stringent hierarchic structure to being more flexible and responsive in crisis response. This research gives contributions to more dynamic crisis communication management, recommends the formulation of Standard Operating Procedure (SOP) in crisis communication management, starting from pre-crisis, crisis to post-crisis response phases, and gives guidance to government and non-government organizations in crisis communication management.

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Zerman, David. "Crisis communication: managing the mass media." Information Management & Computer Security 3, no. 5 (December 1995): 25–28. http://dx.doi.org/10.1108/09685229510793013.

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Wood, Jennifer F. "Applied Crisis Communication and Crisis Management: Cases and ExercisesApplied Crisis Communication and Crisis Management: Cases and Exercises, by CoombsW. Timothy. Los Angeles, CA: SAGE, 2014. 256 pages, paperback." Academy of Management Learning & Education 14, no. 4 (December 2015): 654–56. http://dx.doi.org/10.5465/amle.2015.0239.

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Millner, Alyssa G., Shari R. Veil, and Timothy L. Sellnow. "Proxy communication in crisis response." Public Relations Review 37, no. 1 (March 2011): 74–76. http://dx.doi.org/10.1016/j.pubrev.2010.10.005.

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Ye, Lan, and Eyun-Jung Ki. "Organizational crisis communication on Facebook." Corporate Communications: An International Journal 22, no. 1 (February 6, 2017): 80–92. http://dx.doi.org/10.1108/ccij-07-2015-0045.

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Purpose The purpose of this paper is to explore British Petroleum’s (BP) crisis response on Facebook and factors contributing to its stakeholders’ perceptions of its crisis response strategies during the Deepwater Horizon oil spill. Design/methodology/approach Applying crisis response strategies, this study content analyzed BP’s crisis communication messages and Facebook users’ comments on BP America’s Facebook page. Findings The results revealed that information giving strategies dominated BP’s crisis response, and Facebook users were more likely to comment favorably when BP used information giving strategies and accommodative strategies. Bolstering strategies and third-party endorsement did not achieve anticipated effectiveness. Originality/value The findings of this study will contribute to effective application of crisis response strategies.

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Williams, David E., and Bolanle A. Olaniran. "Expanding the crisis planning function: Introducing elements of risk communication to crisis communication practice." Public Relations Review 24, no. 3 (September 1998): 387–400. http://dx.doi.org/10.1016/s0363-8111(99)80147-7.

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38

WITKOWSKI, Marek. "SECURITY OF ICT SYSTEMS IN CRISIS MANAGEMENT." Scientific Journal of the Military University of Land Forces 162, no. 4 (October 1, 2011): 80–90. http://dx.doi.org/10.5604/01.3001.0002.3179.

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The article presents ICT (Information and Communication Technology) networks and systems that are used to provide communications for crisis management purposes. The articles describes wired and wireless communication assets and discusses their advantages and disadvantages when they are used to carry out national security tasks.

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39

Haupt, Brittany. "The Use of Crisis Communication Strategies in Emergency Management." Journal of Homeland Security and Emergency Management 18, no. 2 (February 22, 2021): 125–50. http://dx.doi.org/10.1515/jhsem-2020-0039.

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Abstract As emergency management evolved to encompass a focus on supporting safe growth and development for communities, the role and responsibilities of government became increasingly complex with aspects of emergency management becoming quintessential. Issues with communication uncovered the need to understand how managers collect, disseminate, and adapt critical information through understanding crisis type and local community needs. This paper examines the use of crisis communication strategies in emergency management practice and how these strategies have been impacted by Situational Crisis Communication Theory. This theory’s prescriptive approach connects leaders’ response to strategies emphasizing adaptation to local community needs and crisis type. Utilizing structural equation modeling and qualitative analysis, results from a nationwide survey of county, and county-equivalent, emergency managers in the United States is included. The survey focused on the relationship between crisis communication strategies, local community needs, crisis type, and perceived resilience. The paper concludes with a discussion of the significant indicators impacting use of crisis communication strategies by emergency managers along with critical importance of adaptation to local community needs and crisis type. In addition, the paper unveils practical recommendations for practitioners, policymakers, and researchers in the field of emergency management and its counterparts.

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Nwanko, R. L. Nwafo, and Teresa K. Mphahlele. "Communication Rule Structure and the Communication Management of the South African Crisis." Journal of Black Studies 20, no. 3 (March 1990): 287–305. http://dx.doi.org/10.1177/002193479002000304.

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Gaurav Sawarkar and Punam Sawarkar. "Crisis Management System- an overview." International Journal of Research in Pharmaceutical Sciences 11, no. 3 (August 8, 2020): 4750–55. http://dx.doi.org/10.26452/ijrps.v11i3.2765.

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The crisis is an emergency which interrupts the manhood, leads to instability everywhere. It affects an individual, group, or society etc. There are various types of crises, and everyone should have its management model and perfect plan to come out of it. Every must have a crisis management system and team. This management system a task force having minimum three to four capable members, who find out ways to overcome the crisis, and they should be able to succeed crisis. In a crisis, stress management is an important factor that may affect peoples as well as management severely. The significant part depends on the role of people and the leaders or officials, their in a critical situation. or officials should communicate effectively with needy peoples, helping members, task force, media persons to tackle the situation meticulously, as communication is the best way-out to the interpersonal conflicts. personnel must coordinate with the media to provide time to time accurate information. So, cumulatively crisis management capable task force team, cooperative peoples or officials, excellent communication, stress management practices, person who deal with media and well-equipped .

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Tredinnick, Luke, and Claire Laybats. "Clear communication in times of crisis." Business Information Review 37, no. 3 (September 2020): 94–96. http://dx.doi.org/10.1177/0266382120953766.

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Gutteling, Jan M. "Current views on risk communication and their implications for crisis and reputation management." Pragmatics of Crisis 2, no. 3 (November 2, 2001): 236–46. http://dx.doi.org/10.1075/dd.2.3.04gut.

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Organizations prepare for crisis communication by designing, implementing, and evaluating procedures, scenarios, and emergency measures. In addition to crisis communication, risk communication is a concern for many organizations as well. Risk communication is viewed as an interactive, multi-actor democratic process. Traditionally, risk communication is seen as a linear, top-down, elitist, expert-to-public approach. In this paper, the relation between crisis communication and risk communication is described. In addition, a model is presented based on the notion that crisis communication should be proactive, and focusing on the management of the relation between the organization and its relevant stakeholders or the organization’s reputation. The new thinking on the risk communication process is essential for an organization’s crisis and reputation management.

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Lee, Hyo Min. "A Study on the Police's Crisis Management Communication Strategies." Korean Association of Police Science Review 21, no. 2 (April 30, 2019): 119–50. http://dx.doi.org/10.24055/kaps.21.2.5.

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Altman, Stacey R. "Legal Aspects of Crisis-Management Communication: What to Communicate." Athletic Therapy Today 10, no. 3 (May 2005): 6–10. http://dx.doi.org/10.1123/att.10.3.6.

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Comfort, Louise K. "Crisis Management in Hindsight: Cognition, Communication, Coordination, and Control." Public Administration Review 67 (December 7, 2007): 189–97. http://dx.doi.org/10.1111/j.1540-6210.2007.00827.x.

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Olk, Stephan, Dieter K. Tscheulin, and Adnan Zogaj. "Crisis communication via COVID-19 Chatbots – Effects of communication style on public management objectives." Zeitschrift für öffentliche und gemeinwirtschaftliche Unternehmen 43, no. 4 (2020): 419–34. http://dx.doi.org/10.5771/0344-9777-2020-4-419.

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Effective communication during public health emergencies is critical to handling a crisis. In uncertain times, those in charge are faced with the challenge of providing citizens with sufficient information on the one hand and avoiding panic reactions on the other hand. Due to the high demand for information, organizations and public administrations are increasingly using chatbots in order to implement their crisis strategies. The present study investigates the effects of a chatbot's communication style on the objectives of crisis management using the example of the COVID-19 pandemic. Based on the stereotype content model, this study empirically shows that the combination of the goal frame and the use of emojis has an impact on citizens’ responses to chatbot communication. The implications for effective risk communication and limitations are discussed.

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Timothy Coombs, W., and Sherry Jean Holladay. "How publics react to crisis communication efforts." Journal of Communication Management 18, no. 1 (January 28, 2014): 40–57. http://dx.doi.org/10.1108/jcom-03-2013-0015.

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Purpose – The purpose of this paper is to provide a rationale and framework for examining stakeholder reactions to crisis communication messages in various social media channels. Stakeholders can become crisis communications by entering various sub-arenas of the larger rhetorical arena. The concept of sub-arena is presented and a case analysis used to illustrate the application and value of examining stakeholder crisis communicators during a crisis. Design/methodology/approach – Content analysis was used to evaluate publicly available social media messages posted on the Livestrong blog and the Huffington Post online news site. Findings – The paper demonstrates that monitoring reactions of stakeholders can reveal how individuals can act as crisis communications in social media messages can serve as barometers the effectiveness of an organization's crisis response. The importance of examining multiple sub-arenas is considered due to the influence of supportive stakeholders in organizational social media. Research limitations/implications – Only two sub-arenas were analyzed using one crisis response during a crisis that extended over a number of months. Practical implications – The paper includes implications for the examination of social media messages from supportive stakeholder and neutral sub-arenas. The results provide indicators of the effectiveness of an organization's crisis response and how stakeholder messages in social media may contribute to or undermine the crisis response. Originality/value – This paper demonstrates the value of monitoring social media comments to gauge reactions to organizational crisis responses and demonstrates how stakeholders can function as informal crisis managers. It also begins the discussion of the value and conceptualization of sub-arenas.

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Haupt, Brittany, and Lauren Azevedo. "Crisis communication planning and nonprofit organizations." Disaster Prevention and Management: An International Journal 30, no. 2 (January 8, 2021): 163–78. http://dx.doi.org/10.1108/dpm-06-2020-0197.

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PurposeThe purpose of this paper is to discuss the evolution of crisis communication and management along with its inclusion into the field and practice of emergency management. This paper also discusses the inclusion of nonprofit organizations and the need for these organizations to engage in crisis communication planning and strategy creation to address the diverse and numerous crises that nonprofits are at risk of experiencing.Design/methodology/approachThis paper utilizes a systematic literature review of crisis communication planning tools and resources focused on nonprofit organizations to derive best practices and policy needs.FindingsThe resources analyzed provide foundational insight for nonprofit organizations to proactively develop plans and strategies during noncrisis periods to support their organization when a crisis occurs.Research limitations/implicationsLimitations of this paper include limited academic research and practical resources related to nonprofit organizations and crisis communication planning. As such, several potential avenues for empirical research are discussed.Practical implicationsThis paper provides considerations for nonprofit organizations engaging in crisis communication planning and aspects leaders need to partake in to reduce or eliminate the risk of facing an operational or reputational crisis.Social implicationsThis paper highlights the critical need to generate a crisis communication plan due to the diverse crises nonprofit organizations face and their connection to the emergency management structure. Understanding the crisis and utilizing a crisis communication plan allows nonprofit organizations a way to strategically mitigate the impact of a crisis while also providing essential services to their respective communities and maintain their overall stability.Originality/valueThis paper is unique in its analysis of crisis communication planning resources and creation of a planning framework to assist nonprofit organizations in their planning efforts.

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Raupp, Juliana. "Crisis communication in the rhetorical arena." Public Relations Review 45, no. 4 (November 2019): 101768. http://dx.doi.org/10.1016/j.pubrev.2019.04.002.

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