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• W1960985662 abstract "The nature of organizational crises, coupled with the seriousness of their impact and the likelihood that they will receive high levels of media attention, suggests the need for crisis scenario planners to accurately predict how consumers will respond to companies in crisis. Crises trigger emotions in impacted consumers which facilitate or hinder the effectiveness of crisis response strategies (Coombs and Holladay, 2005) and determine crisis behaviour, such as negative purchase and investment intent (Jorgensen, 1996) and negative word-of-mouth behaviour (McDonald, Sparks, and Glendon, 2010). Emotions and behaviours are normally considered as input variables rather than outputs in scenario planning (Van Notten, Rotmans, Van Asselt, and Rothman 2003:431-432), but justification for examining expected emotional outputs in scenario planning is generally available in literature on multi-criteria decision analysis (Wenstop, 2005), emotional intelligence (Callahan, 2008), and visionary management (Malaska and Holtius, 1999: 357). Planners have not yet fully investigated the variety, strength or impact of consumer feelings, thoughts, and behaviours that company crises generate. Yet understanding both consumers’ psychological and behavioural crisis reactions is important to shape realistic crisis preparation, and for response success. In the area of strategic development of crisis management, there is an abundance of general treatments of emotions in such scenarios. However, researchers have only started to empirically examine crisis emotion responses in the past five years (Kim and Cameron, 2011). Consequently, little attention has been paid to determining the reactions of consumers in real crisis situations. Instead, studies predominantly use case study examinations or experiments. Insight into consumers’ crisis reaction processes is of interest to scenario planners, crisis researchers, and public relations practitioners, in particular those combating damage to corporate reputation, as well as marketing managers dealing with plummeting sales. Mindful of that research gap, this article presents a conceptual framework based on a review of the literature and the results of an exploratory qualitative study. First, we set out the context from scenario and crisis management literature, then present a theoretical framework using Weiner’s (1986, 1995) Attribution Theory (WAT) and Situational Crisis Communication Theory (Coombs, 2007; Coombs and Holladay, 2002) which both successfully explain crisis reactions." @default.
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• W1960985662 date "2012-01-01" @default.
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• W1960985662 title "Prepare for anger, look for love: A ready reckoner for crisis scenario planners" @default.
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