Holy guacamole! Framing and the Chipotle contamination issue

Abstract

Purpose

The purpose of this paper is to analyze the networks that form around an organizational crisis and identify the most predominant frames communicated by the traditional media and other social media users.

Design/methodology/approach

Through the systematic analysis of 3,000 tweets, this study utilized the social analysis method to map and measure how crisis information spreads through social media as well as a content analysis to identify the type of frames being communicated online immediately following a crisis.

Findings

The results of this analysis show that the media were the most active and influential sharers of information following Chipotle’s E. coli crisis. This information shaped the frame of the story, which focused on the hazard components involved in the crisis and the outrage of the organization’s publics. Consequently, stakeholders framed the situation as an issue of policy due to poor food handling procedures.

Practical implications

This study also reaffirms the important presence of traditional media organizations as the originators of information in a crisis. Furthermore, the findings demonstrate how Twitter can serve as a framing tool for an organization’s stakeholders. Communication managers and professionals can use the methods in this study to gauge public sentiment and obtain information that can be used to shape their consequent crisis management efforts.

Originality/value

Findings from this study reveal that as awareness of an issue spreads, stakeholders will quickly turn to social media to obtain and share information, as well as communicate about the issue with other social media users. This study demonstrates how the SNA method can be used to develop theory, in the realm of social media and online communication and provide guidance for professionals crafting their communication.

Citation

Brummette, J. and Fussell Sisco, H. (2018), "Holy guacamole! Framing and the Chipotle contamination issue", Journal of Communication Management, Vol. 22 No. 3, pp. 280-295. https://doi.org/10.1108/JCOM-08-2017-0085