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Revisiting the effectiveness of base crisis response strategies in comparison of reputation management crisis responses
Unformatted Document Text:  Revisiting the effectiveness of base crisis response strategies 23 research found variations in the portion of negative information contained in two-sided messages could affect their effectiveness (Crowley & Hoyer, 1994), more accurate manipulations of negative information variations are required in future research. Lastly, since our study found little support for SCCT‟s recommendation, the best crisis response strategy selection depending on crisis type needs to be further explored. Especially, the link between the attribution of crisis responsibility and publics‟ attitudes toward the organization should be re-examined in future research. Despite these limitations, the study significantly contributes to our current knowledge of crisis communication in terms of 1) the relative effectiveness of the base crisis-response strategy compared to the reputation management strategies, 2) testing SCCT‟s recommendations for the selection of crisis response strategies, and 3) relative effectiveness of message sidedness in crisis communication. Most importantly, our findings that suggested employing reputation management crisis-responses strategies is no better than the base response strategy in lowering the public‟s attribution of crisis responsibility and generating positive public responses call for more attention to emphasizing public safety in corporate crisis communication. This is a meaningful implication for crisis management academics and practitioners.

Authors: Kim, Sora. and Sung, Kang Hoon.
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Revisiting the effectiveness of base crisis response strategies 
23 
 
 
 
research found variations in the portion of negative information contained in two-sided messages 
could affect their effectiveness (Crowley & Hoyer, 1994), more accurate manipulations of 
negative information variations are required in future research. Lastly, since our study found 
little support for SCCT‟s recommendation, the best crisis response strategy selection depending 
on crisis type needs to be further explored. Especially, the link between the attribution of crisis 
responsibility and publics‟ attitudes toward the organization should be re-examined in future 
research.  
Despite these limitations, the study significantly contributes to our current knowledge of 
crisis communication in terms of 1) the relative effectiveness of the base crisis-response strategy 
compared to the reputation management strategies, 2) testing SCCT‟s recommendations for the 
selection of crisis response strategies, and 3) relative effectiveness of message sidedness in crisis 
communication. Most importantly, our findings that suggested employing reputation 
management crisis-responses strategies is no better than the base response strategy in lowering 
the public‟s attribution of crisis responsibility and generating positive public responses call for 
more attention to emphasizing public safety in corporate crisis communication. This is a 
meaningful implication for crisis management academics and practitioners.  
 


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