A 3 (crisis response strategy) x 3 (medium) factorial design experiment was conducted to determine if information graphics conveyed through online news sources may be more beneficial for organizational reputations during some crisis situations than the use of news videos and text-based news stories. Variables examined include cognitive and affective appraisal, third-person effect, behavioral response and crisis response strategy. Recent research in organizational crisis communications has pointed to the fact that more information is needed regarding how individuals react cognitively and affectively to crisis communications. Current crisis communications literature is also sparse concerning the behavioral aspects of crisis message reception and social media usage. This study addressed these concerns and built on the established framework of Situational Crisis Communication Theory (SCCT).

I denna studie analyseras kung Carl XVI Gustafs kommunikation och hantering av media i samband med den kris som utspelade sig efter att boken Carl XVI Gustaf – den motvillige monarken publicerats. Utifrån den post som kung Carl XVI Gustaf besitter och som finansieras av svenska skattemedel finns det ett samhällsintresse i att studera och granska kungahuset närmare. Denna studie tar upp ett tämligen outforskat perspektiv nämligen kung Carl XVI Gustafs kriskommunikation. Det material som ligger till grund för analysen är de tre tillfällen där han mötte media i samband med utgivandet av boken. De teorier som ligger till grund för denna studie är faller inom kriskommunikation och retorik. Eftersom boken behandlar kung Carl XVI Gustafs privatliv diskuteras också gränsdragningen mellan privat och offentligt samt hur kriser kan påverka förtroendet. Den metod som brukas är Karlberg och Mrals retoriska analysmodell. Studien visar att kung Carl XVI Gustaf till en början har en mer avslappnad och humoristisk ton i sin retorik. Detta står i kontrast med den mer formella och ansträngda retoriken som kung Carl XVI Gustaf brukar senare i sin krishantering. Utifrån rådande riktlinjer inom kriskommunikation rekommenderas att agera snabbt och föra en tydlig dialog vilka är två aspekter som kung Carl XVI Gustaf bryter mot. Av Benoits försvarsstrategier använder kung Carl XVI Gustaf ett flertal men förnekelsestrategin är den som brukas i högst utsträckning. / This study analyzes how His Majesty the King Carl XVI Gustaf communicated and managed media concerning the crisis that took place in connection with the publication of the book Carl XVI Gustaf – den motvillige monarken. Due to the fact that he is king of Sweden and that his work is financed by Swedish taxpayers there is a public interest in studying him and the royal family closer. This study touches on a rather unexplored perspective, namely His Majesty the King Carl XVI Gustaf’s crisis communication. The material that creates the foundation for this study is the three times where he meets media in connection with the publication of the book. The theories used to create the foundation in this study are rhetoric and crisis communication. Due to the fact that the book mentions things from his private life a discussion concerning private and public will be held and how crises might have an impact on trust. The method that will be used is Karlberg and Mral’s rhetorical analysis model. The study shows that His Majesty the King Carl XVI Gustaf at first has a more relaxed and humorous rhetoric. This stands in contrast to the more formal and strained rhetoric used later in his crisis management. According to current guidelines in crisis communication organizations are recommended to act fast and keep a clear communication, two aspects that he seems to go against. Of Benoit’s defense strategies His Majesty the King Carl XVI Gustaf seems to use several, although the denial strategy seems to be the most frequently used.

Aim: The aim of this study is to understand what strategies are used over time by a company facing a transgressional CSR crisis, in order to regain legitimacy, and towards which stakeholder group these strategies are directed. Methods: In order to achieve our aim, Qualitative case study based on secondary data published by Volkswagen as well as news articles were used to identify what strategies the company used over time. Results: To be able to answer our aim, different theoretical lenses were used; SCCT response strategies, legitimization strategies, strategy formulation process and stakeholder theory. Therefore, four main different strategies were identified, minimize attribution, blind adaptation to strategy 2025, US differentiation and internal moral reasoning. The former two were addressed to all stakeholders while the latter two were concerned with specific stakeholder groups. Conclusions: Strategy formulation process during a transgressional CSR crisis is a complex procedure and literature on crisis management should move away from static frameworks towards a more dynamic understanding of how strategies can come to life. Coupled with the complexity of societal expectations in general, a company might have to adopt the paradoxical approach even for one stakeholder. Lastly, an addition to Situational Crisis Communication Theory is proposed.

En kris kan drabba vilken organisation som helst, när som helst. Om krisen har orsakats av medlemmar inom organisationen, är det mycket troligt att organisationen även får genomgå en organisatorisk förtroendekris. Följande studie behandlar Féderation Internationale de Football Associations (Fifa:s) mutskandal som uppdagades våren 2015. I studien kommer Fifa:s retoriska uttryck och kriskommunikationsstrategier kring skandalen, samt deras pågående arbete för att återfå sitt förtroende att analyseras genom en kvalitativ metod. De analysverktyg som används i studien är dels en anpassad version av Bröms, Gelang och Mrals retoriska analysmodell, samt Coombs rekommendationer över krisstategier. Materialet är insamlat från Fifa:s egna mediekanaler och består av den presskonferens som Fifa genomförde i samband med skandalen, samt nio stycken pressmeddelanden som publicerades mellan 2015-2018. Studiens resultat visar att Fifa under presskonferensen förminskar sin inblandning i krisen och anser sig själva vara det främsta offret. De ger inte någon offentlig ursäkt, utan menar snarare att deras ledning varit helt ovetande om att mutor och korruption har försiggått. Däremot visar resultatet att Fifa:s bemötande av krisen skiljer sig något i deras pressmeddelanden. Detta då Fifa hade bytt ut sin högsta ledning vid tiden då dessa publicerades, och istället påbörjat arbetet mot en ny och förbättrad organisation. Fifa anser sig fortfarande vara offer i deras pressmeddelanden, till viss del, men tar däremot ansvar för krisen och inser att det är Fifa:s organisationskultur och struktur som måste förändras till att bli mer öppen och tillgänglig för alla, för att kunna fortsätta utveckla fotbollen. / A crisis can affect any organization at any time. If the crisis has been caused by members of the organization, it is very likely that the organization may also undergo an organizational crisis of confidence. The following study is about Féderation Internationale de Football Associations (Fifa’s) scandal that was discovered in the spring of 2015. In the study, Fifa's rhetorical expression and crisis strategies around the scandal, as well as their ongoing work to regain their confidence, will be analyzed through a qualitative method. The study's analysis tool consists of a custom version of Bröms, Gelang and Mral’s rhetorical analysis model, as well as Coomb's recommendations on crisis strategies. The material analyzed in the study is collected from Fifa's own channels and consists of a press conference, which was Fifa's first public statement during the scandal, and 9 statements published on their own website between 2015-2018. The result of the study shows that during the press conference, Fifa reduces their involvement in the crisis and considers themself to be the primary victim. They do not give any public apology, but rather say that their management has been completely unaware that bribery and corruption have occurred. However, the result shows that Fifa’s handling of the crisis response differs slightly in their statements, this because Fifa had replaced the management by the time their statement were published, and started work on a new and improved organization. Fifa still considered themselves to be a victim to some extent in their statements, but they did take responsibility for the crisis and realized that it is Fifa's organizational culture and structure that must be changed to become more open and accessible to everyone, in order to continue developing football.

Despite the effects of natural disasters on small business owners, the owners' communication strategies to alleviate loss to their companies' profitability remain problematic. The purpose of this qualitative descriptive multiunit case study was to explore what communication strategies some small business owners developed and implemented for facilitating resuming their business operations after a natural disaster. The targeted population consisted of 2 small business owners located along the Belmar Boardwalk in Belmar, New Jersey. The conceptual framework for this study was Coombs' situational crisis communication theory. The case data collected were from semistructured interviews and company documents. Employing member checking and methodological triangulation increased the assurance of the study's credibility and trustworthiness. The data analysis consisted of separating the data into groupings, identifying major groupings, assessing the information within the major groups, and developing thematic interpretations. The 4 validated themes that emerged were communication, community, disaster recovery, and stakeholders (employees). The findings from this study may contribute to social change by providing communication strategies that small business owners can use to mitigate losses from disasters, and facilitate businesses' and communities' recovery for reducing further losses.

Ghana has experienced an unprecedented failure of microfinance institutions. Within a period of 8 years from 2011 to 2019, the Bank of Ghana has revoked the license of over 489 microfinance institutions. The purpose of the exploratory multiple case study was to explore strategies that microfinance managers apply to mitigate the effects of crisis to remain sustainable. The targeted population was composed of owner-managers from 6 microfinance companies in Ghana and 6 consultants who overcame the microfinance crisis and remained in practice. The situational crisis communication theory and the team leadership model were the conceptual frameworks for this study. Methodological triangulation was used to support the review and analysis of data from structured interviews, focus group discussions, and relevant company documents. Data were analyzed using NVivo to provide alphanumeric coding, and thematic analysis was used to support the identification of themes and subthemes, which were organized and linked to the crisis phenomenon to identify the 5 emerged themes: governance, communication, fundraising, cost reduction, and business model strategies. The study findings may contribute to social change by building confidence in the financial system, making microfinance services available to the lower end market. There may be more historical crisis effect mitigation strategies and evidence available to practitioners, entrepreneurs leading to job creation and sustainable businesses globally. These findings could provide insights for business leaders, owners-managers, the board of directors, practitioners and regulatory bodies to develop strategies to help their institutions survive in crises.

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20世紀的超級模範公司豐田汽車，依靠著無堅不摧的豐田式管理，成功的讓豐田在1985 ~ 1995 日幣兌美元升值 3 倍的期間度過危機。也在2008 年擊敗了通用汽車成為世界第一，任誰也沒料到這麼一家在人類歷史中的特優模範公司會發生油門踏板與Prius 煞車不靈的危機，這對使用者的生命及豐田的商譽產生無可預知的未來，這是一個現在進行式。1945 年在中國是一個全民既興奮且又感動的時刻，蔣委員長所帶領的國民政府經過8 年的浴血抗戰擊敗了日本獲得最終的勝利，任誰也沒想到在 1949 年國府會兵敗大陸退守台灣。 本研究由相關的危機處理文獻之探討，推展出「危機處理架構」，並藉由 「國共內戰中的東北戰役(1945. 8 to 1948. 11) 」和「豐田危機(2009 to 2010) 」兩個個案的深入研究，試圖發現「危機處理構面」中各個構面間的相互關係並提出一些建議，所得到的結論如下： 結論 1：在組織獲得極大的成功之後，領導者危機意識會趨向不足。 結論 2：大部分的危機會是有訊號的。 結論 3：組織內部的溝通是危機處理成敗的關鍵之一。 結論 4：危機處理時，愈快讓危機處理程序有效且迅速的運轉，組織愈易度過危 機。 / Toyota is the one of the best company in 20 century, it succeed to overcome the Japanese currency appreciated 3 times from 1985 to 1995, and also beat the GM to be the number one automobile company in 2008. However, nobody could believe that Toyota faced the quality crisis from 2009 to 2010, this is a pretty serious issue which hurt human life and Toyota’s reputation; simultaneously, this crisis is not over yet. In 1945, this was a very exciting moment for all of Chinese people due to they defeated Japanese based on KMT government lead by Chairman Chiang. However, nobody would believe KMT was defeated by Chinese Communist Party in 1949, and retreated to Taiwan. This thesis based on papers study, and then we try to construct the crisis management elements. Therefore, we could get the relations between each elements from the analysis of 2 cases; Chinese Civil War, Northeast Part (1945. 8 to 1948. 11) and Toyota Crisis (2009 to 2010); moreover, we could propose some conclusions and suggestions for company which faces the crisis in the future. Conclusion 1: The executives will lack of sense of crisis after a tremendous success. Conclusion 2: There will be some signals before crisis happened Conclusion 3: The internal communication is the key step of crisis management. Conclusion 4: Whenever crisis happens, the crisis management should initiate immediately.

<p><strong>Title</strong>:      Kriskommunikation på 140 tecken; En kvantitativ innehållsanalys om media och myndigheters traditionella roller vid pandemikrisen A(H1N1) via SVT Rapport och Krisinformation.se:s twitterflöden.</p><p><strong>Author</strong>:                         Arne Wetterholm & Petter Westlund</p><p><strong>Tutor</strong>:                         Mats Eriksson</p><p><strong>Course</strong>:                         Medie- & Kommunikationsvetenskap C, inriktning PR</p><p><strong>Semester</strong>:                         Autumn 2009</p><p><strong>Purpose</strong>:      The purpose of this study is to analyse how twitter-feeds has been reporting the A(H1N1) pandemics. Do authorities and media keep their classical approach towards new crisis in a new media channel like Twitter.</p><p><strong> </strong></p><p><strong>Method & material</strong>:      The analysis is conducted through a quantitative research method where two Twitter feeds will be used as the main source of the material. The 50 latest messages of the feeds in both Twitter microblogs Krisinformation.se and SVT PlayRapport will be represented in the material.</p><p> </p><p><strong>Theories</strong>:      The theoretical background consists of Jan van Dijk and Manuel Castells theories of the network society. The theories of classical approach on authorities and media are also a part of the theoretical background along with theories about the modern web.</p><p> </p><p><strong>Main results</strong>:      The main results of this study points towards a continuous approach of both authorities and media in the Twitter feeds. That means that new opportunities of crisis information don’t mean new approaches for authorities and media when reporting a crisis.</p><p> </p><p><strong>Keywords</strong>:     crisis information, crisis communication,  Twitter, SVT, Rapport, Krisinformation.se, kriskommunikation, A(H1N1), nya influensan, svininfluensan, swine inluenza, microblog, mikroblogg, kvantitativ, quantitative, innehållsanalys, context analysis.</p>

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