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Social media communities contain like-minded members who disclose opinions about various topics that are important to them. These communities often function as echo chambers, filter bubbles or separate spaces for users to share conforming opinions and discredit others deliberately. In extreme cases, they build their alternative reality with limited information that can lead to real-world action, as seen in the storming of the capitol. Therefore, we need to better understand the mechanisms of opinion disclosure in such communities.

We base our research on the spiral of silence theory to understand both trait-based and state-based fear of isolation as the mechanism that prevents opposing opinions in three scenarios focusing on topics dominating the mainstream US media landscape at that time: immigration, presidential election and COVID-19. We recruited 164 participants from an online research platform and analyzed the data using structural equation modeling.

Our results reveal empirical evidence that state-based fear of isolation prompts community members to express agreement and support for the community’s opinion, regardless of their views. We show that hot-button issues impose an even greater danger of establishing an environment in online communities that becomes an echo chamber of filter bubbles.

The spiral of silence theory provides a fine-grained understanding of the concept of fear of isolation, which was either used as a trait or as a state. Furthermore, we go beyond the initial hypotheses of the spiral of silence and show that within online communities, members stay silent and start to argue against their own opinions.

This study aims to investigate how disclosures through different communication media were used by the Australian mining company Rio Tinto to manage its reputation after the Juukan Gorge Cave Blast.

Case study research was used with a focus on a single case, Rio Tinto and the Juukan Gorge incident. Data on sustainability disclosures were collected from Rio Tinto’s website, corporate reports and social media platforms (Facebook, X and LinkedIn) for the 2020 and 2021 periods. Gioia methodology was applied to analyse disclosure strategies and an extended Reputation Risk Management (RRM) framework was used as a conceptual lens.

The findings reveal a slow and inappropriate initial response from the company resulting in negative reputational consequences for the company’s senior executives. Although the company’s initial response was to avoid responsibility and mitigate offensiveness, it gradually accepted full responsibility and adopted reparation strategies such as corrective action, mortification and stakeholder engagement to rebuild its reputation. The temporal analysis suggests that Rio Tinto was “left behind” as a result of its initial response, limiting the effectiveness of its subsequent RRM strategies.

The findings of this study contribute to an improved understanding of communication strategies for managing a reputation crisis. The extended RRM framework developed in this study provides a comprehensive list of various disclosure strategies that can be used in future studies that analyse disclosure post an environmental or social incident.

The findings of the study provide insights into the effectiveness of different communication strategies when communicating to stakeholders with varied interests. This study highlights that the timing of the response is critical to restoring lost reputation and a slow response which emphasises financial stakeholders at the expense of the affected communities can be detrimental to RRM, no matter how well-intentioned subsequent strategies are.

This research focuses on a marginal stakeholder group, Indigenous people and communities. The findings offer insights to society into whether corporate strategies to manage a reputation crisis promote and support equity and inclusivity.

This study focuses on a community-based stakeholder, Indigenous groups, a context that has unique cultural intricacies and requires a transition beyond a corporate perspective on RRM.