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Strategic Communication in Crisis: Winning May (Not) Be Everything

Strategic Communication in Crisis: Winning May (Not) Be Everything

Lauren J. Keil, Angela M. Jerome
Copyright: © 2019 |Pages: 23
ISBN13: 9781522585169|ISBN10: 1522585168|EISBN13: 9781522585176
DOI: 10.4018/978-1-5225-8516-9.ch016
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MLA

Keil, Lauren J., and Angela M. Jerome. "Strategic Communication in Crisis: Winning May (Not) Be Everything." Handbook of Research on Strategic Communication, Leadership, and Conflict Management in Modern Organizations, edited by Anthony Normore, et al., IGI Global, 2019, pp. 315-337. https://doi.org/10.4018/978-1-5225-8516-9.ch016

APA

Keil, L. J. & Jerome, A. M. (2019). Strategic Communication in Crisis: Winning May (Not) Be Everything. In A. Normore, M. Javidi, & L. Long (Eds.), Handbook of Research on Strategic Communication, Leadership, and Conflict Management in Modern Organizations (pp. 315-337). IGI Global. https://doi.org/10.4018/978-1-5225-8516-9.ch016

Chicago

Keil, Lauren J., and Angela M. Jerome. "Strategic Communication in Crisis: Winning May (Not) Be Everything." In Handbook of Research on Strategic Communication, Leadership, and Conflict Management in Modern Organizations, edited by Anthony Normore, Mitch Javidi, and Larry Long, 315-337. Hershey, PA: IGI Global, 2019. https://doi.org/10.4018/978-1-5225-8516-9.ch016

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Abstract

When faced with crises, organizational leaders must identify, prioritize, and communicate with organizational stakeholders. Increasingly, organizational leaders find themselves responding to crises made by persons that represent or are associated with the organization in some way. However, most case studies of image repair campaigns focus on the individual that has transgressed rather than on the often-simultaneous campaigns undertaken by the organizations with which they are associated. To study these issues more closely, this chapter uses The Ohio State University's (OSU's) tattoos for memorabilia scandal as exemplar and offers meaningful insight and pragmatic considerations for practitioners dealing with similar situational constraints.

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