Subject
The focus is on extreme but frequent crises and the unique communicative demands they create. Most of what we know about crisis communication works for common crises but less so extreme. Extreme is defined by the moral outrage the crisis can evoke.
Abstract
After years of research, we have a good idea of what makes for an optimal crisis response in a crisis (one that benefits stakeholders and the organization). But we also know some crises are more extreme than others and we believe extreme crises are different and more challenging for crisis communication. The problem is we have a difficult time identifying what makes a crisis extreme and if there are enough extreme crises to warrant further investigation of the topic. Moral outrage has emerged as one useful way to identify extreme crises. Moreover, the industry data indicates crises that can be considered extreme occur frequently. The purpose of this seminar/lecture is to explore the effects of moral outrage on crisis communication and what makes for optimal crisis responses in such situations.
Readings
Antonetti, P. & Maklan, S. (2016). An extended model of moral outrage at corporate social irresponsibility. Journal of Business Ethics, 135, 429–444.
Clemente, M. & Gabbioneta, C. (2017). How does the media frame corporate scandals? The case of German newspapers and the Volkswagen diesel scandal. Journal of Management Inquiry, 26(3), 287–302.
Coombs, W. T., & Tachkova, E. R. (in Press). Scansis as a unique crisis type: Theoretical and practical implications Journal of Communication Management, v(I), x–y.
