Organizational Image Repair Tactics and Crisis Type: Implications for Crisis Response Strategy Effectiveness

Abstract

Existing models of organizational crisis response effectiveness provide useful insights but are limited in terms of offering a guide for practitioners dealing with actual crisis situations. This analysis examines the relative effectiveness of image repair tactics based on differences in root causes of crisis events. Results suggest that certain image repair tactics are seen as the most and the least effective regardless of crisis type. At the same time, there were some differences across crisis types that could guide practitioner tactic choices. Limited results here and in past research raise questions about whether image repair tactic effectiveness can be usefully mapped to situational variables, such as audience or crisis type. This article concludes with discussion on this matter and suggestions for future research