An Exploratory Study of Stakeholder Emotions: Affect and Crises

By W. T. Coombs, S. Holladay. 2005

286 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5cf0c05c27950f6a0a219ddc20d072d16e2d453f

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Citations in the corpus

The Role of Emotional Response during an H1N1 Influenza Pandemic on a College Campus (2013, background): “Related to this, Coombs and Holladay (2005) argued that crises with strong perceptions of organizational responsibility generate negative emotions while those with lower responsibility should be related to positive emotions.”
Stakeholder reactions to company crisis communication and causes (2010, unknown): “Emotions facilitate or impede the effectiveness of crisis response strategies (Coombs & Holladay, 2005) as publics enact strategies to deal with their feelings (Jin, 2009).”
Examining the Role of Social Media in Effective Crisis Management (2014, background): “Second, for attribution-dependent emotions, anger has been studied extensively in crisis communication (Coombs & Holladay, 2005).”
Consumer Responses to Mattel Product Recalls Posted on Online Bulletin Boards: Exploring Two Types of Emotion (2009, background): “Scholars have argued that publics’ emotional responses to a crisis event have significant implications in crisis communication (Coombs & Holladay, 2005).”
Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory (2007, background): “As crisis response strategies become more accommodative, show greater concern for victims, stakeholders perceive the organization as taking greater responsibility for the crisis ( Coombs and Holladay, 2004, 2005 ).”
Communicating Food Safety via the Social Media (2014, background): “Three emotions—sympathy, anger, and schadenfreude (or taking joy from others’ pain)—were found to be salient factors in institutional crisis management (Coombs & Holladay, 2005).”
Implications of Stealing Thunder for the Impact of Expressing Emotions in Organizational Crisis Communication (2013, background): “Crisis communication research only recently started investigating the role of emotions (Coombs & Holladay, 2005; Kim & Cameron, 2011).”
The Interaction Effect of Crisis Communication and Social Support on The Emotional Exhaustion of University Employees during the COVID-19 Crisis (2020, background): “Emotional Exhaustion among University Employees during the Covid-19 Crisis A crisis is “a sudden and unexpected event that threatens to disrupt an organization’s operation and poses a financial and reputational threat” (Coombs & Holladay, 2005, p. 264).”
Attribution Theory as a guide for post-crisis communication research (2007, background): “The factors shaping the reputational threat also serve to shape the affect generated by crisis and purchase intentions (Coombs & Holladay, 2005).”
Emotions Matter in Crisis (2011, background): “In fact, this example is also consistent with the SCCT literature (e.g., Coombs & Holladay, 2005), which argues that “expressing concern for victims (adjusting information) and reinforcing this compassion through compensation serve to blunt feelings of anger” (Coombs, 2007, p. 172).”