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How a Public Evaluate an Organization’s Official Statement to pursue Organizational Transparency: An Impact of Organizational Claims to Truth on the Public’s Perception of Credibility toward the Content
Unformatted Document Text:  Running head: How a Public Evaluate an Organization’s Official Statement to pursue Organizational Transparency 6 a primary point for an organization to shape or change the public’s perceptions on organizational reputation (Coombs, 2007). Allen and Caillouet (1994) also pointed out that corporate discourse does shape how stakeholders view an organization, supporting the value of information constructed by the organization. Sweetser and Metzgar (2007) also experimentally explored the effects of personal and organizational blogs during a crisis to people’s perceptions the crisis. They found that people who viewed organizational blogs were more likely to perceive the crisis as to be less serious, while those who read no blogs reported highest level of crisis severity. This is likely due to the value of information constructed by an organization: people may perceive such information as to satisfy the need for information during a crisis. Given that information from an organization poses an opportunity to influence or frame the public’s perceptions of a crisis, the next concern is to determine which types of information an organization needs to provide. In this regard, crisis communication scholars have emphasized that keeping open-lines of communication and being responsive to the public’s desire for information are important crisis message strategies, which reflecting organizational practice to pursue transparency (Coombs, 1999). Similarly, Grunig (2001) emphasized the important role public relations play in crisis situation with four principles: relationship, accountability, disclosure, and symmetrical communication. In particular, not only a timely, direct response to a public, but also being open to them, increases a public’s trust toward an organization(Grunig, 2001). Furthermore, Bruning and Ledingham (2000) confirmed the value of trust and openness in initiating, developing, and repairing the organization-public relationship along with involvement, investment, and commitment. We clearly see that an organization can and should execute practices to pursue transparency as a way to build trust. To sum up, an organization needs to construct the organization-generated information during a crisis for managing

Authors: Kim, Bo Kyung. and Hong, Seoyeon.
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Running head: How a Public Evaluate an Organization’s Official Statement to pursue 
Organizational Transparency 
 
 
a primary point for an organization to shape or change the public’s perceptions on organizational 
reputation (Coombs, 2007). Allen and Caillouet (1994) also pointed out that corporate discourse 
does shape how stakeholders view an organization, supporting the value of information 
constructed by the organization. Sweetser and Metzgar (2007) also experimentally explored the 
effects of personal and organizational blogs during a crisis to people’s perceptions the crisis. 
They found that people who viewed organizational blogs were more likely to perceive the crisis 
as to be less serious, while those who read no blogs reported highest level of crisis severity. This 
is likely due to the value of information constructed by an organization: people may perceive 
such information as to satisfy the need for information during a crisis.  
Given that information from an organization poses an opportunity to influence or frame 
the public’s perceptions of a crisis, the next concern is to determine which types of information 
an organization needs to provide. In this regard, crisis communication scholars have emphasized 
that keeping open-lines of communication and being responsive to the public’s desire for 
information are important crisis message strategies, which reflecting organizational practice to 
pursue transparency (Coombs, 1999). Similarly, Grunig (2001) emphasized the important role 
public relations play in crisis situation with four principles: relationship, accountability, 
disclosure, and symmetrical communication. In particular, not only a timely, direct response to a 
public, but also being open to them, increases a public’s trust toward an organization(Grunig, 
2001). Furthermore, Bruning and Ledingham (2000) confirmed the value of trust and openness 
in initiating, developing, and repairing the organization-public relationship along with 
involvement, investment, and commitment. We clearly see that an organization can and should 
execute practices to pursue transparency as a way to build trust. To sum up, an organization 
needs to construct the organization-generated information during a crisis for managing 


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