When to say what during crisis situations: experimental tests of the Situational Crisis Communication Theory (SCCT) and stealing thunder

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How personality traits affect crisis perceptions : an experimental test of the use of crisis response strategies and the moderating effects of locus of control

This study provides empirical evidence for the Situational Crisis Communication Theory, which provides guidelines for matching crisis response strategies (CRS) to crisis types. The impact of crisis type and CRS on corporate reputation was measured among 316 consumers in a 3 (crisis type: victim, accidental, preventable) x 3 (CRS: deny, diminish, rebuild) between subjects factorial design. Preventable crises had the most negative effects on reputation. The rebuild CRS restored the reputation best. The interaction between crisis type and CRS on reputation was not significant. The respondents’ locus of control had a moderating impact on the relationship between CRS and reputation

The impact of level of threat and self-efficacy on consumer responses for commercial products : the moderating role of self-esteem

Where the use and effectiveness of threat appeals has been investigated extensively in social marketing, this study focuses on the impact of social threat appeals in a commercial setting (ad for deodorant). The study investigates the moderating impact of self-esteem on the appraisal of threat and efficacy evoked by a message and on the interaction effect of self-efficacy and level of social threat on brand attitude and purchase intention. Results show that, contrary to previous findings, high threat appeals can be effective for low self-esteem people, but only when self-efficacy is increased explicitly in the message.status: publishe

The role of empathy in crisis communication : providing a deeper understanding of how organizational crises and crisis communication affect reputation

This study advances our theoretical knowledge of how organizational crises and crisis communication affect reputation. Prior research solely emphasizes the importance of organizational crisis responsibility in this process. Three experiments show that stakeholders' empathy toward the organization provides a second explanation. The first two experiments demonstrate that victim crises not only inflict less reputational damage than preventable crises because stakeholders consider the organization less responsible for the events, but also because they are more likely to empathize with the company. The third study shows that empathy can also explain the outcomes of crisis communication. An apology arouses empathy among stakeholders and subsequently increases reputation repair, unlike denial. The role of empathy in the crisis communication process has implications for both theory and practice

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status: publishe