Tracking the defining moments of crisis process and practice

Mehta, Amisha M. & Xavier, Robina J. (2012) Tracking the defining moments of crisis process and practice. Public Relations Review, 38(3), pp. 376-382.

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Crisis holds the potential for profound change in organizations and industries. The past 50 years of crisis management highlight key shifts in crisis practice, creating opportunities for multiple theories and research tracks. Defining crises such as Tylenol, Exxon Valdez, and September 11 terrorist attacks have influenced or challenged the principles of best practice of crisis communication in public relations. This study traces the development of crisis process and practice by identifying shifts in crisis research and models and mapping these against key management theories and practices. The findings define three crisis domains: crisis planning, building and testing predictive models, and mapping and measuring external environmental influences. These crisis domains mirror but lag the evolution of management theory, suggesting challenges for researchers to reshape the research agenda to close the gap and lead the next stage of development in the field of crisis communication for effective organizational outcomes.

Impact and interest:

1 citations in Scopus
1 citations in Web of Science®
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ID Code: 48066
Item Type: Journal Article
Refereed: Yes
Keywords: Crisis communication, Pubilc relations, History
DOI: 10.1016/j.pubrev.2011.12.009
ISSN: 0363-8111
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Advertising, Marketing & Public Relations
Copyright Owner: Copyright 2012 Elsevier
Copyright Statement: This is the author’s version of a work that was accepted for publication in <Public Relations Review>. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Public Relations Review, Volume 38, Issue 3, September 2012, DOI: 10.1016/j.pubrev.2011.12.009
Deposited On: 13 Feb 2012 22:55
Last Modified: 17 Apr 2017 14:22

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