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.

本研究主要探討Facebook企業粉絲頁進行危機溝通之效果。由於企業粉絲頁在訊息與互動策略上都與傳統官方網站截然不同，其中如同朋友般對話口吻的「人性化語調」（conversational human voice），可說是現今國內企業粉絲頁的主要溝通特色。然而，在危機溝通的情境下，企業粉絲頁卻往往採用官方口吻，使用較傳統的新聞稿模式，似乎未因應粉絲頁特性而採取相適的溝通策略，其溝通效果如何值得加以探討。同時，綜觀過去危機溝通文獻，多數研究仍聚焦於驗證危機情境與回應策略間對應關係，預測危機溝通效果的實用性，並未深入討論訊息策略的內容，也尚未有粉絲頁平台上的效果研究。因此，本論文即以「人性化語調」的概念切入，檢視該訊息策略於危機情境中的溝通效果，以探討企業於粉絲專頁上進行危機溝通的可能之有效策略，以及企業於社群媒體進行危機溝通之可行性。 實驗設計主要以「產品瑕疵」為危機情境，三個操弄變項包含危機責任程度（小╱大）、回應策略（遞減╱重建）、與人性化語調（低╱高），以2 × 2 × 2之組間設計實驗設計，驗證危機溝通的效果（組織聲譽，正負面口碑行為意向）。 研究結果發現，不論組織責任大小，重建策略皆帶來正面溝通效果；而人性化語調雖然在組織聲譽、正面口碑行為意向上無顯著的效益，但能有效減緩負面口碑行為意向，尤其在危機責任大的情境下，採取重建策略與人性化語調高的溝通組合能更加強其緩和負面口碑行為之成效。顯示危機回應策略相關理論在企業粉絲專頁的情境依然適用，但在具體溝通策略與內容的設計上，必須進一步考量危機情境與所使用之溝通平台，也表示國內企業對於社群媒體之公關管理必須加以重視。 / “Conversational human voice” is one of the key features in how Taiwan’s corporations communicate on their Facebook fanpages, which is quite different from how they communicate on their corporate websites. And yet, how such communication strategies work during a time of crisis remains unknown; thus, the current study aims to investigate the effect of conversational human voice in the scope of crisis communication. In the experimental design, the independent variables included: human voice (low/high), crisis responsibility (low/high), and crisis communication strategy (diminish/rebuild); the dependent variables included corporate reputation and word-of-mouth (WOM) intentions. The key finding included positive effects of constructive strategies on corporate reputation and WOM intentions, which is consistent with past literature. Although human voice was found with no main effects on reputation or WOM intentions, human voice was effective in reducing negative WOM, when the crisis responsibility was high and constructive communication strategy was employed. This implies that consumers who are exposed to more human-tone messages on the fanpages are less likely to boycott the product should there be a relevant crisis, and thus, social media play an important role in crisis communication and should be valued and managed in corporate public relations efforts.