What makes crisis response strategies work? The impact of crisis involvement and message framing

This study investigates the moderating impact of crisis involvement and message framing on the effect of crisis response strategies on post-crisis attitude toward an organization. In the experiment, 274 respondents participate in a 2 (crisis response strategy: match vs. mismatch)×2 (crisis involveme...

Ausführliche Beschreibung

Gespeichert in:
Bibliographische Detailangaben
Veröffentlicht in:Journal of business research 2014-02, Vol.67 (2), p.182-189
Hauptverfasser: Claeys, An-Sofie, Cauberghe, Verolien
Format: Artikel
Sprache:eng
Schlagworte:
Online-Zugang:Volltext
Tags: Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
container_end_page 189
container_issue 2
container_start_page 182
container_title Journal of business research
container_volume 67
creator Claeys, An-Sofie
Cauberghe, Verolien
description This study investigates the moderating impact of crisis involvement and message framing on the effect of crisis response strategies on post-crisis attitude toward an organization. In the experiment, 274 respondents participate in a 2 (crisis response strategy: match vs. mismatch)×2 (crisis involvement: low vs. high)×2 (message framing: emotional vs. rational) between-subjects factorial design. The results show that in the case of high crisis involvement or in the case of rational framing of crisis communication, crisis response strategies that match the crisis type increase the post-crisis attitude toward the organization. In the case of low crisis involvement or in the case of emotional framing of crisis communication, the impact of a matched or mismatched crisis response strategy on the post-crisis attitude toward the organization does not differ. In addition, the study suggests that crisis involvement has a moderating impact on the efficacy of message framing in terms of post-crisis attitude toward the organization, which depends on whether the crisis response strategy matches the crisis type or not.
doi_str_mv 10.1016/j.jbusres.2012.10.005
format Article
fullrecord <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_miscellaneous_1508430934</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><els_id>S0148296312003050</els_id><sourcerecordid>1508430934</sourcerecordid><originalsourceid>FETCH-LOGICAL-c424t-2acccd59dd5415da5ddc0323aeaccd42b41ecf675f09f5f2f2ace76011458ea43</originalsourceid><addsrcrecordid>eNqFkE1PGzEQhq2qlZpSfgKSpV562TD22vtxQgi1gITEBdSja-xx8JJdp55NEP--jgIXLpwszTzvK8_D2ImApQDRnA7L4WFLGWkpQcgyWwLoT2whurau2r7tPrMFCNVVsm_qr-wb0QAAEqBbsL9_Hu3MR_uExF2OFImXok2aCDnN2c64imX1nPLTGb97RB7HjXUzT-ENj9MurXc44jRzO3k-IpFdIQ_ZjnFafWdfgl0THr--R-z-96-7i6vq5vby-uL8pnJKqrmS1jnnde-9VkJ7q713UMvaYll4JR-UQBeaVgfogw4ylAC2DQihdIdW1Ufs56F3k9O_LdJsxkgO12s7YdqSERo6VUNf79Ef79AhbfNUfmeEalpVC-hlofSBcjlRsRvMJsfR5hcjwOy9m8G8ejd77_tx8V5yZ4cclmt3EbMhF3Fy6GNGNxuf4gcN_wGE5JBE</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>1467431092</pqid></control><display><type>article</type><title>What makes crisis response strategies work? The impact of crisis involvement and message framing</title><source>Elsevier ScienceDirect Journals</source><creator>Claeys, An-Sofie ; Cauberghe, Verolien</creator><creatorcontrib>Claeys, An-Sofie ; Cauberghe, Verolien</creatorcontrib><description>This study investigates the moderating impact of crisis involvement and message framing on the effect of crisis response strategies on post-crisis attitude toward an organization. In the experiment, 274 respondents participate in a 2 (crisis response strategy: match vs. mismatch)×2 (crisis involvement: low vs. high)×2 (message framing: emotional vs. rational) between-subjects factorial design. The results show that in the case of high crisis involvement or in the case of rational framing of crisis communication, crisis response strategies that match the crisis type increase the post-crisis attitude toward the organization. In the case of low crisis involvement or in the case of emotional framing of crisis communication, the impact of a matched or mismatched crisis response strategy on the post-crisis attitude toward the organization does not differ. In addition, the study suggests that crisis involvement has a moderating impact on the efficacy of message framing in terms of post-crisis attitude toward the organization, which depends on whether the crisis response strategy matches the crisis type or not.</description><identifier>ISSN: 0148-2963</identifier><identifier>EISSN: 1873-7978</identifier><identifier>DOI: 10.1016/j.jbusres.2012.10.005</identifier><language>eng</language><publisher>New York: Elsevier Inc</publisher><subject>Attitudes ; Business management ; Business studies ; Communication ; Crisis involvement ; Crisis response strategies ; Emotional vs. rational framing ; Emotions ; Impact analysis ; Management of crises ; Messages ; Organizational behavior ; Organizational behaviour ; Post-crisis attitude toward the organization ; Studies</subject><ispartof>Journal of business research, 2014-02, Vol.67 (2), p.182-189</ispartof><rights>2012 Elsevier Inc.</rights><rights>Copyright Elsevier Sequoia S.A. Feb 2014</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c424t-2acccd59dd5415da5ddc0323aeaccd42b41ecf675f09f5f2f2ace76011458ea43</citedby><cites>FETCH-LOGICAL-c424t-2acccd59dd5415da5ddc0323aeaccd42b41ecf675f09f5f2f2ace76011458ea43</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.sciencedirect.com/science/article/pii/S0148296312003050$$EHTML$$P50$$Gelsevier$$H</linktohtml><link.rule.ids>314,776,780,3537,27901,27902,65306</link.rule.ids></links><search><creatorcontrib>Claeys, An-Sofie</creatorcontrib><creatorcontrib>Cauberghe, Verolien</creatorcontrib><title>What makes crisis response strategies work? The impact of crisis involvement and message framing</title><title>Journal of business research</title><description>This study investigates the moderating impact of crisis involvement and message framing on the effect of crisis response strategies on post-crisis attitude toward an organization. In the experiment, 274 respondents participate in a 2 (crisis response strategy: match vs. mismatch)×2 (crisis involvement: low vs. high)×2 (message framing: emotional vs. rational) between-subjects factorial design. The results show that in the case of high crisis involvement or in the case of rational framing of crisis communication, crisis response strategies that match the crisis type increase the post-crisis attitude toward the organization. In the case of low crisis involvement or in the case of emotional framing of crisis communication, the impact of a matched or mismatched crisis response strategy on the post-crisis attitude toward the organization does not differ. In addition, the study suggests that crisis involvement has a moderating impact on the efficacy of message framing in terms of post-crisis attitude toward the organization, which depends on whether the crisis response strategy matches the crisis type or not.</description><subject>Attitudes</subject><subject>Business management</subject><subject>Business studies</subject><subject>Communication</subject><subject>Crisis involvement</subject><subject>Crisis response strategies</subject><subject>Emotional vs. rational framing</subject><subject>Emotions</subject><subject>Impact analysis</subject><subject>Management of crises</subject><subject>Messages</subject><subject>Organizational behavior</subject><subject>Organizational behaviour</subject><subject>Post-crisis attitude toward the organization</subject><subject>Studies</subject><issn>0148-2963</issn><issn>1873-7978</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2014</creationdate><recordtype>article</recordtype><recordid>eNqFkE1PGzEQhq2qlZpSfgKSpV562TD22vtxQgi1gITEBdSja-xx8JJdp55NEP--jgIXLpwszTzvK8_D2ImApQDRnA7L4WFLGWkpQcgyWwLoT2whurau2r7tPrMFCNVVsm_qr-wb0QAAEqBbsL9_Hu3MR_uExF2OFImXok2aCDnN2c64imX1nPLTGb97RB7HjXUzT-ENj9MurXc44jRzO3k-IpFdIQ_ZjnFafWdfgl0THr--R-z-96-7i6vq5vby-uL8pnJKqrmS1jnnde-9VkJ7q713UMvaYll4JR-UQBeaVgfogw4ylAC2DQihdIdW1Ufs56F3k9O_LdJsxkgO12s7YdqSERo6VUNf79Ef79AhbfNUfmeEalpVC-hlofSBcjlRsRvMJsfR5hcjwOy9m8G8ejd77_tx8V5yZ4cclmt3EbMhF3Fy6GNGNxuf4gcN_wGE5JBE</recordid><startdate>201402</startdate><enddate>201402</enddate><creator>Claeys, An-Sofie</creator><creator>Cauberghe, Verolien</creator><general>Elsevier Inc</general><general>Elsevier Sequoia S.A</general><scope>AAYXX</scope><scope>CITATION</scope><scope>8BJ</scope><scope>FQK</scope><scope>JBE</scope></search><sort><creationdate>201402</creationdate><title>What makes crisis response strategies work? The impact of crisis involvement and message framing</title><author>Claeys, An-Sofie ; Cauberghe, Verolien</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c424t-2acccd59dd5415da5ddc0323aeaccd42b41ecf675f09f5f2f2ace76011458ea43</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2014</creationdate><topic>Attitudes</topic><topic>Business management</topic><topic>Business studies</topic><topic>Communication</topic><topic>Crisis involvement</topic><topic>Crisis response strategies</topic><topic>Emotional vs. rational framing</topic><topic>Emotions</topic><topic>Impact analysis</topic><topic>Management of crises</topic><topic>Messages</topic><topic>Organizational behavior</topic><topic>Organizational behaviour</topic><topic>Post-crisis attitude toward the organization</topic><topic>Studies</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Claeys, An-Sofie</creatorcontrib><creatorcontrib>Cauberghe, Verolien</creatorcontrib><collection>CrossRef</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><jtitle>Journal of business research</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Claeys, An-Sofie</au><au>Cauberghe, Verolien</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>What makes crisis response strategies work? The impact of crisis involvement and message framing</atitle><jtitle>Journal of business research</jtitle><date>2014-02</date><risdate>2014</risdate><volume>67</volume><issue>2</issue><spage>182</spage><epage>189</epage><pages>182-189</pages><issn>0148-2963</issn><eissn>1873-7978</eissn><abstract>This study investigates the moderating impact of crisis involvement and message framing on the effect of crisis response strategies on post-crisis attitude toward an organization. In the experiment, 274 respondents participate in a 2 (crisis response strategy: match vs. mismatch)×2 (crisis involvement: low vs. high)×2 (message framing: emotional vs. rational) between-subjects factorial design. The results show that in the case of high crisis involvement or in the case of rational framing of crisis communication, crisis response strategies that match the crisis type increase the post-crisis attitude toward the organization. In the case of low crisis involvement or in the case of emotional framing of crisis communication, the impact of a matched or mismatched crisis response strategy on the post-crisis attitude toward the organization does not differ. In addition, the study suggests that crisis involvement has a moderating impact on the efficacy of message framing in terms of post-crisis attitude toward the organization, which depends on whether the crisis response strategy matches the crisis type or not.</abstract><cop>New York</cop><pub>Elsevier Inc</pub><doi>10.1016/j.jbusres.2012.10.005</doi><tpages>8</tpages></addata></record>
fulltext fulltext
identifier ISSN: 0148-2963
ispartof Journal of business research, 2014-02, Vol.67 (2), p.182-189
issn 0148-2963
1873-7978
language eng
recordid cdi_proquest_miscellaneous_1508430934
source Elsevier ScienceDirect Journals
subjects Attitudes
Business management
Business studies
Communication
Crisis involvement
Crisis response strategies
Emotional vs. rational framing
Emotions
Impact analysis
Management of crises
Messages
Organizational behavior
Organizational behaviour
Post-crisis attitude toward the organization
Studies
title What makes crisis response strategies work? The impact of crisis involvement and message framing
url https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-02-03T09%3A15%3A55IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=What%20makes%20crisis%20response%20strategies%20work?%20The%20impact%20of%20crisis%20involvement%20and%20message%20framing&rft.jtitle=Journal%20of%20business%20research&rft.au=Claeys,%20An-Sofie&rft.date=2014-02&rft.volume=67&rft.issue=2&rft.spage=182&rft.epage=189&rft.pages=182-189&rft.issn=0148-2963&rft.eissn=1873-7978&rft_id=info:doi/10.1016/j.jbusres.2012.10.005&rft_dat=%3Cproquest_cross%3E1508430934%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=1467431092&rft_id=info:pmid/&rft_els_id=S0148296312003050&rfr_iscdi=true