Интегрированный подход к управлению внутренними и внешними кризис-коммуникациями в организациях. Часть 2
https://doi.org/10.26794/2404-022X-2019-9-2-23-33
Аннотация
Как было отмечено в первой части настоящей статьи, в обширной литературе, посвященной кризисам и кризис-ме-неджменту, можно выделить два основных направления: внутреннее, где особое внимание уделяется техническим и структурным аспектам кризиса, и внешнее, где внимание организации акцентируется на управлении заинтересо-ванными сторонами, или стейкхолдерами. Несмотря на то что в течение последних 20 лет каждое из этих направле-ний развивалось в значительной степени самостоятельно, было обнаружено наличие определенного числа возмож-ностей для их интеграции. На основе результатов исследований, приведенных в обширном списке используемой литературы, будет показано, как оба эти направления могут быть объединены в одну интегрированную структуру. При этом исследование потенциала синтеза внутреннего и внешнего направлений будет охватываться временными рамками трех основных кризисных этапов: докризисной профилактики, кризисного управления и получения пост-кризисных результатов, а термин «кризисное управление» будет в самом широком смысле отражать деятельность на этих этапах организационного менеджмента.
Об авторе
Т. И. Алифанова
Московский государственный университет имени М. В. Ломоносова, Москва
Россия
Россия
Татьяна Ильдаровна Алифанова — аспирант кафедры управления организацией экономического факультета
Список литературы
1. Weiner B. An attributional theory of motivation and emotion. New York: Springer-Verlag; 1986. 304 p.
2. Coombs W. T., Holladay S. J. Unpacking the halo effect: Reputation and crisis management. Journal of Communication Management. 2006;10(2):123–137. DOI: 10.1108/13632540610664698
3. Dean D. H. Consumer reaction to negative publicity: Effects of corporate reputation, response, and responsibility for a crisis event. Journal of Business Communication. 2004;41(2):192–211. DOI: 10.1177/0021943603261748
4. Benoit W. Accounts, excuses, and apologies: A theory of image restoration strategies. Albany: State University of New York Press; 1995. 208 p.
5. Coombs W. T. The protective powers of crisis response strategies: Managing reputational assets during a crisis. Journal of Promotion Management. 2006;12(3–4):241–259. DOI: 10.1300/J057v12n03_13
6. Elsbach K. D. Organizational perception management. Research in Organizational Behavior. 2003;25:297–332. DOI: 10.1016/S 0191–3085(03)25007–3
7. Sutton R. I., Callahan A. L. The stigma of bankruptcy: Spoiled organizational image and its management. The Academy of Management Journal. 1987;30(3):405–436. DOI: 10.2307/256007
8. Claeys A. S., Cauberghe V. Crisis response and crisis timing strategies: Two sides of the same coin. Public Relations Review. 2012;38(1):83–88. DOI: 10.1016/j.pubrev.2011.09.001
9. Elsbach K. D., Sutton R. I., Principe K. E. Averting expected controversies through anticipatory impression management: A study of hospital billing. Organization Science. 1998;9(1):68–86. DOI: 10.1287/orsc.9.1.68
10. Graffin S. D., Carpenter M. A., Boivie S. What’s all that (strategic) noise? Anticipatory impression management in CEO succession. Strategic Management Journal. 2011;32(7):748–770. DOI: 10.1002/smj.906
11. Graffin S. D., Haleblian J., Kiley J. T. Ready, AIM, acquire: Impression offsetting and acquisitions. The Academy of Management Journal. 2016;59(1):232–252. DOI: 10.5465/amj.2013.0288
12. Bertels S., Cody M., Pek S. A responsive approach to organizational misconduct: Rehabilitation, reintegration, and the reduction of reoffense. Business Ethics Quarterly. 2014;24(3):343–370. DOI: 10.5840/beq20147212
13. Brown J. A., Buchholtz A. K., Dunn P. Moral salience and the role of goodwill in firm-stakeholder trust repair. Business Ethics Quarterly. 2016;26(2):181–199. DOI: 10.1017/beq.2016.27
14. Elsbach K. D. A framework for reputation management over the course of evolving controversies. In: Barnett M. L., Pollock T. G., et al. The Oxford handbook of corporate reputation. Oxford: Oxford University Press; 2012: 466–486.
15. Gillespie N., Dietz G., Lockey S. Organizational reintegration and trust repair after an integrity violation: A case study. Business Ethics Quarterly. 2014;24(3):371–410. DOI: 10.5840/beq2014437
16. Poppo L., Schepker D. J. The repair of public trust following controllable or uncontrollable organizational failures: A conceptual framework. In: Harris J. D., Moriarty B. T., Wick A. C., et al. Public trust in business: Cambridge: Cambridge University Press; 2014:326–360.
17. Jin Y., Pang A., Cameron G. T. Toward a publics-driven, emotion-based conceptualization in crisis communication: Unearthing dominant emotions in multi-staged testing of the integrated crisis mapping (ICM) model. Journal of Public Relations Research. 2012;24(3):266–298. DOI: 10.1080/1062726X.2012.676747
18. Claeys A.-S., Cauberghe V. What makes crisis response strategies work? The impact of crisis involvement and message framing. Journal of Business Research. 2014;67(2):182–189. DOI: 10.1016/j.jbusres.2012.10.005
19. Coombs W. T., Holladay S. J. The negative communication dynamic: Exploring the impact of stakeholder affect on behavioral intentions. Journal of Communication Management. 2007;11(4):300–312. DOI: 10.1108/13632540710843913
20. Sinaceur M., Heath C., Cole S. Emotional and deliverative reactions to a public crisis: Mad cow disease in France. Psychological Science. 2005;16(3):247–254. DOI: 10.1111/j.0956–7976.2005.00811.x
21. Mitroff I. I., Pauchant T. C., Shrivastava P. The structure of man-made organizational crises: Conceptual and empirical issues in the development of a general theory of crisis management. Technological Forecasting and Social Change. 1988;33(2):83–107. DOI: 10.1016/0040–1625(88)90075–3
22. Shrivastava P., Mitroff I. I., Miller D., Miclani A. Understanding industrial crises. Journal of Management Studies. 1988;25(4):285–303. DOI: 10.1111/j.1467–6486.1988.tb00038.x
23. Decker W. H. A firm’s image following alleged wrongdoing: Effects of the firm’s prior reputation and response to the allegation. Corporate Reputation Review. 2012;15(1):20–34. DOI: 10.1057/crr.2011.27
24. Jones G. H., Jones B. H., Little P. Reputation as reservoir: Buffering against loss in times of economic crisis. Corporate Reputation Review. 2000;3(1):21–29. DOI: 10.1057/palgrave.crr.1540096
25. Pfarrer M. D., Pollock T. G., Rindova V. P. A tale of two assets: The effects of firm reputation and celebrity on earnings surprises and investors’ reactions. The Academy of Management Journal. 2010;53(5):1131–1152. DOI: 10.5465/amj.2010.54533222
26. Schnietz K. E., Epstein M. J. Exploring the financial value of a reputation for corporate social responsibility during a crisis. Corporate Reputation Review. 2005;7(4):327–345. DOI: 10.1057/palgrave.crr.1540230
27. Zavyalova A., Pfarrer M. D., Reger R. K., Hubbard T. D. Reputation as a benefit and a burden? How stakeholders’ organizational identification affects the role of reputation following a negative event. The Academy of Management Journal. 2016;59(1):253–276. DOI: 10.5465/amj.2013.0611
28. Brooks M., Highhouse S., Russell S., Mohr D. Familiarity, ambivalence, and firm reputation: Is corporate fame a double-edged sword? Journal of Applied Psychology. 2003;88(5):904–914. DOI: 10.1037/0021–9010.88.5.904
29. Graffin S. D., Bundy J., Porac J. F., Wade J. B., Quinn D. P. Falls from grace and the hazards of high status: The 2009 British MP expense scandal and its impact on parliamentary elites. Administrative Science Quarterly. 2013;58(3):313–345. DOI: 10.1177/0001839213497011
30. Rhee M., Haunschild P. R. The liability of good reputation: A study of product recalls in the U.S. automobile industry. Organization Science. 2006;17(1):101–117. DOI: 10.1287/orsc.1050.0175
31. Lamin A., Zaheer S. Wall Street vs. Main Street: Firm strategies for defending legitimacy and their impact on different stakeholders. Organization Science. 2012;23(1):47–66. DOI: 10.1287/orsc.1100.0631
32. Mishina Y., Block E. S., Mannor M. J. The path dependence of organizational reputation: How social judgment influences assessments of capability and character. Strategic Management Journal. 2012;33(5):459–477. DOI:10.1002/smj.958
33. Gutierrez B., Howard-Grenville J., Scully M. A. The faithful rise up: Split identification and an unlikely change effort. The Academy of Management Journal. 2010;53(4):673–699. DOI: 10.5465/amj.2010.52814362
34. Petriglieri J. L. Co-creating relationship repair: Pathways to reconstructing destabilized organizational identification. Administrative Science Quarterly. 2015;60(3):518–557. DOI: 10.1177/0001839215579234
35. Zavyalova A., Pfarrer M. D., Reger R. K., Shapiro D. L. Managing the message: The effects of firm actions and industry spillovers on media coverage following wrongdoing. The Academy of Management Journal. 2012;55(5):1079–1101. DOI: 10.5465/amj.2010.0608
36. Yue L., Luo J., Ingram P. The failure of private regulation: Elite control and market crises in the Manhattan banking industry. Administrative Science Quarterly. 2013;58(1):37–68. DOI: 10.1177/0001839213476502
37. Adut A. A theory of scandal: Victorians, homosexuality, and the fall of Oscar Wilde. American Journal of Sociology. 2005;111(1):213–248. DOI: 10.1086/428816
38. Hoffman A., Ocasio W. Not all events are attended equally: Toward a middle-range theory of industry attention to external events. Organization Science. 2001;12(4):414–434. DOI: 10.1287/orsc.12.4.414.10639
39. Wiersema M. F., Zhang Y. Executive turnover in the stock option backdating wave: The impact of social context. Strategic Management Journal. 2013;34(5):590–609. DOI: 10.1002/smj.2030
40. Utz S., Schultz F., Glocka S. Crisis communication online: How medium, crisis type and emotions affected public reactions in the Fukushima Daiichi nuclear disaster. Public Relations Review. 2013;39(1):40–46. DOI: 10.1016/j.pubrev.2012.09.010
41. Veil S. R., Buehner T., Palenchar M. J. A work-in-process literature review: Incorporating social media in risk and crisis communication. Journal of Contingencies and Crisis Management. 2011;19(2):110–122. DOI: 10.1111/j.1468–5973.2011.00639.x
42. Barnett M. L., King A. A. Good fences make good neighbors: A longitudinal analysis of an industry selfregulatory institution. The Academy of Management Journal. 2008;51(6):1150–1170. DOI: 10.5465/amj.2008.35732609
43. Haack P., Pfarrer M. D., Scherer A. G. Legitimacy-as-feeling: How affect leads to vertical legitimacy spillovers in transnational governance. Journal of Management Studies. 2014;51(4):634–666. DOI: 10.1111/joms.12071
44. Jonsson S., Greve H. R., Fujiwara-Greve T. Undeserved loss: The spread of legitimacy loss to innocent organizations in response to reported corporate deviance. Administrative Science Quarterly. 2009;54(2):195–228. DOI: 10.2189/asqu.2009.54.2.195
45. Desai V. M. Mass media and massive failures: Determining organizational efforts to defend field legitimacy following crises. The Academy of Management Journal. 2011;54(2):263–278. DOI: 10.5465/amj.2011.60263082
46. Paruchuri S., Misangyi V. F. Investor perceptions of financial misconduct: The heterogeneous contamination of bystander firms. The Academy of Management Journal. 2015;58(1):169–194. DOI: 10.5465/amj.2012.0704
47. Diestre L., Rajagopalan N. Toward an input-based perspective on categorization: Investor reactions to chemical accidents. The Academy of Management Journal. 2014;57(4):1130–1153. DOI: 10.5465/amj.2011.1096
48. Yu T., Sengul M., Lester R. Misery loves company: The spread of negative impacts resulting from an organizational crisis. The Academy of Management Review. 2008;33(2):452–472. DOI: DOI: 10.2307/20159407
49. Ahmadjian C. L., Robinson P. Safety in numbers: Downsizing and the deinstitutionalization of permanent employment in Japan. Administrative Science Quarterly. 2001;46(4):622–654. DOI: 10.2307/3094826
50. Love E. G., Kraatz M. Character, conformity, or the bottom line? How and why downsizing affected corporate reputation. The Academy of Management Journal. 2009;52(2):314–335. DOI: 10.5465/amj.2009.37308247
51. Scholz S. The changing nature and consequences of public company financial restatements. 1997–2006. Washington, DC: Department of the Treasury; 2008. 57 p. URL: http://www.lexissecuritiesmosaic.com/uploaded/ResourceCenter/FinancialRestatements_1997_2006.pdf (accessed on 15.02.2019).
52. Christianson M. K., Farkas M. T., Sutcliffe K. M., Weick K. E. Learning through rare events: Significant interruptions at the Baltimore & Ohio Railroad Museum. Organization Science. 2009;20(5):846–860.DOI: 10.1287/orsc.1080.0389
53. Madsen P. M., Desai V. Failing to learn? The effects of failure and success on organizational learning in the global orbital launch vehicle industry. The Academy of Management Journal. 2010;53(3):451–476. DOI: 10.5465/amj.2010.51467631
54. Zahra S. A., George G. Absorptive capacity: A review, reconceptualization, and extension. The Academy of Management Review. 2002;27(2):185–203. DOI: 10.2307/4134351
55. Madsen P. M. These lives will not be lost in vain: Organizational learning from disaster in U.S. coal mining. Organization Science. 2009;20(5):861–875. DOI: 10.1287/orsc.1080.0396
56. Amabile T. M., Conti R. Changes in the work environment for creativity during downsizing. The Academy of Management Journal. 1999;42(6):630–640. DOI: 10.5465/256984
57. Billings R. S., Milburn T. W., Schaalman M. L. A model of crisis perception: A theoretical and empirical analysis. Administrative Science Quarterly. 1980;25(2):300–316. DOI: 10.2307/2392456
58. Starbuck W. H. Cognitive reactions to rare events: Perceptions, uncertainty, and learning. Organization Science. 2009;20(5):925–937. DOI: 10.1287/orsc.1090.0440
59. Shepherd D. A. Learning from business failure: Propositions of grief recovery for the self-employed. The Academy of Management Review. 2003;28(2):318–328. DOI: 10.2307/30040715
60. Haunschild P. R., Polidoro F., Chandler D. Organizational oscillation between learning and forgetting: The dual role of serious errors. Organization Science. 2015;26(6):1682–1701. DOI: 10.1287/orsc.2015.1010
61. Haunschild P. R., Sullivan B. N. Learning from complexity: Effects of prior accidents and incidents on airlines’ learning. Administrative Science Quarterly. 2002;47(4):609–643. DOI: 10.2307/3094911
62. Baum J. A.C., Dahlin K. B. Aspiration performance and railroads’ patterns of learning from train wrecks and crashes. Organization Science. 2007;18(3):368–385. DOI: 10.1287/orsc.1060.0239
63. Rerup C. Attentional triangulation: Learning from unexpected rare crises. Organization Science. 2009;20(5):876–893.DOI: 10.1287/orsc.1090.0467
64. Maguire S., Hardy C. Organizing processes and the construction of risk: A discursive approach. The Academy of Management Journal. 2013;56(1):231–255. DOI: 10.5465/amj.2010.0714
65. Gephart R. P. Crisis sensemaking and the public inquiry. In: Pearson C. M., Roux-Dufort C., Clair J. A., eds. International handbook of organizational crisis management. Thousand Oaks, CA: SAGE Publications, Inc.; 2007:123–160.
66. Elliott D., Smith D. Cultural readjustment after crisis: Regulation and learning from crisis within the UK soccer industry. Journal of Management Studies. 2006;43(2):289–317. DOI: 10.1111/j.1467–6486.2006.00591.x
67. Wilson J. M., Goodman P. S., Cronin M. A. Group learning. The Academy of Management Review. 2007;32(4):1041–1059. DOI: 10.2307/20159355
68. Vera D., Crossan M. Strategic leadership and organizational learning. The Academy of Management Review. 2004;29(2):222–240. DOI: 10.5465/amr.2004.12736080
69. Beck T. E., Plowman D. A. Experiencing rare and unusual events richly: The role of middle managers in animating and guiding organizational interpretation. Organization Science. 2009;20(5):909–924. DOI: 10.1287/orsc.1090.0451
70. Kim J.-Y., Miner A. S. Vicarious learning from the failures and near-failures of others: Evidence from the U.S. commercial banking industry. The Academy of Management Journal. 2007;50(3):687–714. DOI: 10.2307/20159879
71. Zyglidopoulos S. C. The impact of accidents on firms’ reputation for social performance. Business and Society. 2001;40(4):416–441. DOI: 10.1177/000765030104000404
72. Dardis F., Haigh M. M. Prescribing versus describing: Testing image restoration strategies in a crisis situation. Corporate Communications: An International Journal. 2009;14(1):101–118. DOI: 10.1108/13563280910931108
73. Kim P., Dirks K., Cooper C., Ferrin D. When more blame is better than less: The implications of internal vs. external attributions for the repair of trust after a competence- vs. integrity-based trust violation. Organizational Behavior and Human Decision Processes. 2006;99(1):49–65. DOI: 10.1016/j.obhdp.2005.07.002
74. Tomlinson E. C., Dineen B. R., Lewicki R. J. The road to reconciliation: Antecedents of victim willingness to reconcile following a broken promise. Journal of Management. 2004;30(2):165–187. DOI: 10.1016/j.jm.2003.01.003
75. Tomlinson E. C., Mryer R. C. The role of causal attribution dimensions in trust repair. The Academy of Management Review. 2009;34(1):85–104. DOI: 10.5465/amr.2009.35713291
76. Jin Y. Making sense sensibly in crisis communication: How publics’ crisis appraisals influence their negative emotions, coping strategy preferences, and crisis response acceptance. Communication Research. 2010;37(4):522–552. DOI: 10.1177/0093650210368256
77. Jacques J. M., Gatot L., Wallemacq A. M. A cognitive approach to crisis management in organizations. In: Pearson C. M., Roux-Dufort C., Clair J. A., eds. International handbook of organizational crisis management. Thousand Oaks, CA: SAGE Publications, Inc.; 2007:161–193.
78. Gillespie N., Dietz G. Trust repair after an organization-level failure. The Academy of Management Review. 2009;34(1):127–145. DOI: 10.5465/amr.2009.35713319
79. Bies R. J. The delivery of bad news in organizations: A framework for analysis. Journal of Management. 2013;39(1):136–162. DOI: 10.1177/0149206312461053
80. Arthaud-Day M., Certo S. T., Dalton C. M., Dalton D. R. A changing of the guard: Executive and director turnover following corporate financial restatements. The Academy of Management Journal. 2006;49(6):1119–1136. DOI:10.5465/amj.2006.23478165
81. Connelly B. L., Ketchen D. J., Gangloff K. A., Shook C. L. Investor perceptions of CEO successor selection in the wake of integrity and competence failures: A policy capturing study. Strategic Management Journal. 2016;37(10):2135–2151. DOI: 10.1002/smj.2430
82. Gangloff K. A., Connelly B. L., Shook C. L. Of scapegoats and signals: Investor reactions to CEO succession in the aftermath of wrongdoing. Journal of Management. 2016;42(6):1614–1634. DOI: 10.1177/0149206313515521
83. Gomulya D., Boeker W. How firms respond to financial restatement: CEO successors and external reactions. The Academy of Management Journal. 2014;57(6):1759–1785. DOI: 10.5465/amj.2012.0491
84. Marcel J. J., Cowen A. P. Cleaning house or jumping ship? Understanding board upheaval following financial fraud. Strategic Management Journal. 2014;35(6):926–937. DOI: 10.1002/smj.2126
85. Pozner J.-E. Stigma and settling up: An integrated approach to the consequences of organizational misconduct for organizational elites. Journal of Business Ethics. 2008;80(1):141–150. DOI: 10.1007/s10551–007–9446–9
86. Lee F., Peterson C., Tiedens L. Z. Mea culpa: Predicting stock prices from organizational attributions. Personality and Social Psychology Bulletin. 2004;30(12):1636–1649. DOI: 10.1177/0146167204266654
87. Madsen P. M. Perils and profits: A reexamination of the link between profitability and safety in U.S. aviation. Journal of Management. 2013;39(3):763–791. DOI: 10.1177/0149206310396374
Рецензия
Для цитирования:
Алифанова Т.И. Интегрированный подход к управлению внутренними и внешними кризис-коммуникациями в организациях. Часть 2. Управленческие науки / Management Sciences. 2019;9(2):23-33. https://doi.org/10.26794/2404-022X-2019-9-2-23-33
For citation:
Alifanova T.I. Integrative Approach to Internal and External Crisis Communications Management. Part 2. Management Sciences. 2019;9(2):23-33. (In Russ.) https://doi.org/10.26794/2404-022X-2019-9-2-23-33
Просмотров:
1440
Послать статью по эл. почте 
