Abstract
The dominant paradigm in traditional crisis communication research is linked to functionalism, rationalism and modernity. This paradigm leads researchers and practitioners to focus on preparation, monitoring, control measures, plans and dissemination of mass information. In traditional research there has also been a tendency to emphasize crisis communication in a homogenous, and often national, setting. In this chapter the rationalistic and monophonic view on crisis communication is questioned, using a transboundary and cultural communication perspective. In the first part of the chapter the concept of culture, linked to crisis, is discussed. Two possible cultural approaches, out of several, are then analyzed, and partly criticized: national culture and organizational culture. Then the concept of transboundary crisis communication, inspired by Boin (2010), is presented as a valid concept, integrating the cultural dimension. Meeting the contemporary communicative challenge is not easy but it definitively means developing a new mindset for communicators, accepting that communication cannot be controlled, that multiple strategies should be used and using decentralized communication systems where the closeness to different publics, cultures (in a broad sense) and arenas may lead to better communication. The chapter ends with a part about practical consequences that highlights three relevant approaches: need for increased diversity in organizations, a focus on relational communication as well as an opinion leadership strategy.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
The discussion about transboundary crisis communication is based in a research project funded by Swedish Civil Contingencies Agency and conducted 2011–2013 by Eva-Karin Olsson, Swedish Defence College, and myself.
References
Alvesson, M. (2002). Understanding organizational culture. London: Sage.
Ansell, C., Boin, A., & Keller, A. (2010). Managing transboundary crises: Identifying the building blocks of an effective response system. Journal of Contingencies and Crisis Management, 18(4), 195–207.
Ashcroft, L. S. (1997). Crisis management – Public relations. Journal of Managerial Psychology, 12(5), 325–332.
Beck, U. (2002). The terrorist threat: World risk society revisited. Theory, Culture and Society, 19(4), 3–55.
Boin, A., Mcconnell, A., & Hart, P ’t. (2008a). Governing after crisis. The politics of investigation, accountability and learning. Cambridge: Cambridge University Press.
Boin, A., & Rhinard, M. (2008b). The management of transboundary crises: What role for the EU? International Studies Review, 10(1), 1–26.
Boin, A., Hart, P.‘t., Stern, E., & Sundelius, B. (2005). The politics of crisis management: Public leadership under pressure. Cambridge: Cambridge University Press.
Coombs, W. T. (2007). Attribution theory as a guide for post-crisis communication research. Public Relations Review, 33(2), 135–139.
Deresky, H. (1997). International management – Managing across borders and cultures, 2. Aufl. New York: Addison-Wesley.
Deverell, E., & Olsson, E.-K. (2010). Organizational culture effects on strategy and adaptability in crisis management. Risk Management, 12(2), 116–134.
DiMaggio, P., & Powell, W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.
Falkheimer, J. (2013, fortcoming). Crisis communication and terrorism: The Norway attacks on 22 July 2011. Corporate Communication: an International Journal (best paper award Corporate Communication Conference, New York, 2012).
Falkheimer, J., & Heide, M. (2008). Kriskommunikation i ett globalt samhälle. Stockholm: Krisberedskapsmyndigheten.
Falkheimer, J., & Heide, M. (2010). On dropping the tools: From planning to improvisation. In W. T. Coombs (Ed.), Handbook of crisis communication. Wiley-Blackwell: Malden, MA.
Frandsen, F., & Johansen, W. (2011). The study of internal crisis communication: Towards an integrative framework. Corporate Communications: An International Journal, 16(4), 347–361.
Gilpin, D. & Murphy, P. (2008). Crisis Management in a Complex World. New York: Oxford University Press.
Grunig, L. A., Grunig, J. E., & Dozier, D. M. (2002). Excellent public relations and effective organizations: A study of communication management in three countries. Mahwah, NJ: Lawrence Erlbaum Ass.
Gudykunst, W. B., & Mody, B. (Eds.). (2002). Handbook of international and intercultural communication. Thousand Oaks, CA: Sage.
Hall, E. T. (1981). Beyond culture. Garden City, NY: Anchor P.
Harro-Loit, H., Vihalemm, T., & Ugur, K. (2012). Cultural experience as a (critical) factor in crisis communication planning. Journal of Contingencies and Crisis Management, 20(1), 26–38.
Katz, E., & Lazarsfeld, P. F. (1957). Personal influence. New York: Free Press.
Kauffman, J. (2005). Lost in space: A critique of NASA’s crisis communications in the Columbia disaster. Public Relations Review, 31(2), 263–275.
Marra, F. J. (1998). Crisis communications plans: Poor predictors of excellent crisis public relations. Public Relations Review, 24(4), 461–474.
McSweeney, B. (2002). Hofstede’s model of national cultural differences and their consequences: A triumph of faith – a failure of analysis. Human Relations, 55(1), 89–117.
Morgan, G. (1986). Images of organization. Thousand Oaks: Sage.
Reynolds, B., & Seeger, M. W. (2005). Crisis and emergency risk communication as an integrated model. Journal of Health Communication, 10(1), 43–55.
Taylor, F. (1916). The principles of scientific management. Shafritz, J. M., Ott, S. J. & Jang, S. Y. (2005). Classics of Organization Theory (6th ed.). Wadsworth: Belmont.
Wertz, E. K., & Kim, S. (2010). Cultural issues in crisis communication: A comparative study of messages chosen by South Korean and US print media. Journal of Communication Management, 14(1), 81–94.
Wise, K. (2003). The oxford incident: Organizational culture’s role in an anthrax crisis. Public Relations Review, 29(4), 461–472.
Yu, T.-H., & Wen, W.-C. (2003). Crisis communication in Chinese culture: A case study in Taiwan. Asian Journal of Communication, 13(2), 50–64.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer Fachmedien Wiesbaden
About this chapter
Cite this chapter
Falkheimer, J. (2014). Transboundary and Cultural Crisis Communication. In: Thießen, A. (eds) Handbuch Krisenmanagement. Springer VS, Wiesbaden. https://doi.org/10.1007/978-3-658-04293-6_12
Download citation
DOI: https://doi.org/10.1007/978-3-658-04293-6_12
Published:
Publisher Name: Springer VS, Wiesbaden
Print ISBN: 978-3-658-04292-9
Online ISBN: 978-3-658-04293-6
eBook Packages: Humanities, Social Science (German Language)