Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory

By W. T. Coombs. 2007

2,609 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b9a3c9fcc1f4d8f22099ff7239a9c31130a02cac

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Citations in the corpus

Implications of Stealing Thunder for the Impact of Expressing Emotions in Organizational Crisis Communication (2013, background): “manner and the organization has no other option than to respond to these messages (Claeys & Cauberghe, 2012; Coombs, 2007; Williams et al., 1993).”
Examining the Role of Social Media in Effective Crisis Management (2014, background): “…previous research indicating that publics perceive a crisis with an internal origin as more controllable than a crisis with an external origin (Coombs, 2007; Jin, 2010; Jin et al., 2010; Jorgensen, 1993; Lyon & Cameron, 2004; Weiner, 1986), but adds that evasive information is most effective…”
A Burden of Responsibility: The Role of Social Approval at the Onset of a Crisis (2014, background): “Communication and public relations researchers have argued that an effective response strategy should match evaluators’ situational attributions of a crisis (Coombs, 1995, 2007b; Coombs & Holladay, 2004).”
The Impact of Corporate Reputation and Reputation Damaging Events on Financial Performance: Empirical Evidence from the Literature (2015, background): “This is similarly found by Cretu and Brodie (2007) with respect to customer loyalty in the context of three large shampoo manufacturers (multinational firms, 80% market share) and hair saloons as their customers. In addition, Walsh et al. (2012) observe a positive direct impact of customer-based rep”
The economics of COVID-19: initial empirical evidence on how family firms in five European countries cope with the corona crisis (2020, background): “Research on the outcome of a crisis deals with different areas such as the changed relationship with stakeholders after the crisis (Coombs, 2007; Elsbach, 1994; Pfarrer et al., 2008) or the adaptation and learning effects of companies and survival in crisis situations (Lampel et al., 2009; Veil,…”
The acceptance of responsibility and expressions of regret in organizational apologies after a transgression (2010, background): “A crisis can change the way stakeholders view the organization and can lead to negative perceptions of the organization, in turn damaging its reputation ( Coombs, 2007”
How Does Corporate Reputation Affect Customer Loyalty in a Corporate Crisis (2013, positive): “Literature already widely accepts the notion that reputation plays an important role in determining the impact of crises on firms (Siomkos & Kurzbard, 1994; Gaultier-Gaillard & Louisot, 2006; Coombs, 2007).”
The effects of marketer- and advocate-initiated online service recovery responses on silent bystanders (2017, background): “Typically, these responses vary in the degree of responsibility taken by the sender (Coombs, 2007).”
Comparing apology to equivalent crisis response strategies: Clarifying apology's role and value in crisis communication (2008, background): “We need to move beyond the speculation of cases based on media reports if we are to create evidence-based crisis communication (Coombs, 2007).”
Organizational culture and leadership style: The missing combination for selecting the right leader for effective crisis management (2017, background): “Coombs (2007b) noted that the primary focus should be on what is being done to address the crisis, not on how best to handle the media.”