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The Janus head of a Crisis Message: Two Distinct Faces Altering Perceptions and Behaviour

Tigchelovend, D. (2014) The Janus head of a Crisis Message: Two Distinct Faces Altering Perceptions and Behaviour.

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Abstract:In times of high-impact organizational crises, an organization in crisis may choose to spread its crisis message on forehand. This reduces negative impacts on the organizational credibility. Social media can be a helpful tool for an organization to spread the crisis message. In addition, peer reactions through social media during a risk situation help to convince citizens whether to engage in self-protective behaviour or not. This research strived to determine the effects of peer feedback and crisis timing strategy on (1) self-protective behaviour, (2) secondary crisis reactions, (3) risk perception and (4) organizational credibility among consumers. In this study, a 2 (crisis timing strategy: stealing thunder vs. thunder) x 2 (peer feedback: supporting vs. opposing) between subjects experimental design was used (N = 184). Results showed that organizational credibility mediates the interplay of crisis timing strategy and peer feedback on both self-protective behaviour and secondary crisis reactions. Finally, implications for organizational crisis communication and future research are discussed.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:05 communication studies
Programme:Communication Studies MSc (60713)
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