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Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory
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“Victim crises (e.g., natural disasters), associated with low attributions of crisis responsibility, pose a minimal reputational threat, such that the organization is also viewed as a victim (Coombs 2007).”
From Artificial Intelligence in Crisis Communication: Investigating Source Effects and Matched Crisis Responses on Stakeholder Perceptions (2026) · cites this paper as Coombs 2007
In the citing paper
“For instance, when an organization is perceived to have low crisis responsibility, such as in victim crises, the negative impacts on organizational outcomes such as reputational damage, tend to be less severe (Coombs 2007).”
From Artificial Intelligence in Crisis Communication: Investigating Source Effects and Matched Crisis Responses on Stakeholder Perceptions (2026) · cites this paper as Coombs 2007
In the citing paper
“Lastly, preventable crises (e.g., organizational misdeeds with harm), associated with high attributions of crisis responsibility, can pose significant reputational threats, such that these crises involve situations where the organization knowingly puts the public at risk or could have avoided the situation (Coombs 2007; Ma and Zhan 2016; Schneider 2024).”
From Artificial Intelligence in Crisis Communication: Investigating Source Effects and Matched Crisis Responses on Stakeholder Perceptions (2026) · cites this paper as Coombs 2007
In the citing paper
“SCCT (Coombs 2007), grounded in Weiner's (1972) attribution theory and Benoit's Image Repair Theory (1997), posits that the extent of crisis responsibility attributed to an organization influences stakeholders' perceptions of the organization.”
From Artificial Intelligence in Crisis Communication: Investigating Source Effects and Matched Crisis Responses on Stakeholder Perceptions (2026) · cites this paper as Coombs 2007
In the citing paper
“The situational crisis communication theory (SCCT) offers a framework for understanding how organizations should respond to crises based on the public's attribution of responsibility.”
From Artificial Intelligence in Crisis Communication: Investigating Source Effects and Matched Crisis Responses on Stakeholder Perceptions (2026) · cites this paper as Coombs 2007
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Cites
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What to do when Stakeholders matter: Stakeholder Identification and Analysis Techniques
Bryson, J. M. (2004) · Public Management Review · doi:10.1080/14719030410001675722 · Cited by 1,426
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Metadata
- Authors
- Coombs, W. T.
- Venue
- Corporate Reputation Review
- Published
- 2007-09
- Volume
- 10
- Issue
- 3
- Pages
- 163-176
- ISSN
- 1363-3589 (ISSN-L)
- 1479-1889
- OpenAlex
- W1998511687
- Cited by
- 2,790
- References
- 2
- FWCI
- 56.00
- Type
- journal article
- Language
- en
- Open access
- bronze
- Licence
- www.springer.com/tdm (tdm)
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