Category Archives: Risk, Issues, & Crisis

Adapting Crisis Communication Theory to a Global Environment

As I mentioned in my post the other day, I’m not able to attend the World Communication Association (WCA) conference this year in Bishkek. However, thanks to my friends who are attending and a bit of multimedia technology, I’m still able to present my research. This piece is a collaboration with another of my Master’s students, Fiona Nazari focusing on

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Cross-Cultural Crisis Research: Self-Other Perceptual Gap

Unfortunately, this year I am not able to attend the WCA Conference in Bishkek, as I had planned. However, my presentation for the conference is below. The paper that it’s connected with is a piece of research emerging from a collaboration with one of my MSc students — Betty Wan: A Cross-culture Study in the Effectiveness of Crisis Response Strategies:

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Developing Intercultural Crisis Communication Research

Summary of my recently published article – A State of Emergency in Crisis Communication: An Intercultural Crisis Communication Research Agenda from the Journal of Intercultural Communication Research.

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Were BP’s Apologies in the Gulf of Mexico Ethical?

In the six years that have passed since the tragic explosion of the BP-owned deep water platform in the Gulf of Mexico, much has been written about the spill, the organization, and BP’s response to it — including a few of my own academic publications. My project, which has involved about 50 Master’s students and colleagues from the US and

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Learning to classify your stakeholders

Today’s organization has to manage a lot of different stakeholder relationships. Stakeholders are those groups and/ or individuals who can affect or be affected by a focal organization . These groups form because of an awareness that the focal organization’s activities are relevant to and perhaps changeable by the group. But, not all stakeholders are created equal. Not all stakeholders need

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Using Multiple Leaders for Crisis Issue Management: The Case of the 2010 BP Spill

The Public Faces of a Crisis:  Using Multiple Leaders for Crisis Issue Management Audra Lawson, Ph.D. Most models of crisis leadership focus on a single person – typically the CEO – as the critical public face during a major crisis.  Yet, there are multiple roles that leaders must serve including psychological roles to reaffirm officials and stakeholders, functional roles to

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