What makes crisis response strategies work? The impact of crisis involvement and message framing.

Publication Date: Tuesday 1 July 2014
Author(s): Claeys, A.-S. & Cauberghe, V.
Appeared in: Journal of Business Research, vol.: 67, issue: 2, 182-189

Abstract

This study investigates the moderating impact of crisis involvement and message framing on the effect of crisis response strategies on post-crisis attitude toward an organization. In the experiment, 274 respondents participate in a 2 (crisis response strategy: match vs. mismatch) × 2 (crisis involvement: low vs. high) × 2 (message framing: emotional vs. rational) between-subjects factorial design. The results show that in the case of high crisis involvement or in the case of rational framing of crisis communication, crisis response strategies that match the crisis type increase the post-crisis attitude toward the organization. In the case of low crisis involvement or in the case of emotional framing of crisis communication, the impact of a matched or mismatched crisis response strategy on the post-crisis attitude toward the organization does not differ. In addition, the study suggests that crisis involvement has a moderating impact on the efficacy of message framing in terms of post-crisis attitude toward the organization, which depends on whether the crisis response strategy matches the crisis type or not.

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