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The purpose of this paper is to examine the practices of strategic crisis communication of most successful Croatian companies and the perception of these practices from the perspective of media. A framework of reactive strategies is applied to determine how Croatian companies from five major industries would communicate during crisis situations and how their communication is interpreted within the media as a group that conveys and presents their behavior and communication to the broader public.

A quantitative survey among 60 individuals in charge of communications in Croatian companies was conducted to identify which strategies they are likely to use when in crisis situations. In-depth interviews with 20 journalists regularly reporting on these companies were undertaken to determine their perception and experiences regarding how these companies would communicate during crisis situations.

Croatian companies are likely to communicate un-strategically, passively and without any risk. Journalists see the communication of the companies even more passive and reactive which seriously influences the manner they report about these companies during crisis situations.

Although 60 companies and 20 journalists both represent a significantly representative sample in Croatian terms, the study provides an insight into only Croatian corporate environment. Conducting the research in different surroundings and other countries could provide additional insight. Nevertheless, the analyzed variables that influenced the selection of strategies provide notable insight for drawing conclusions on this subject.

Besides showing how analyzed companies are likely to communicate during crises, this paper provides an insight into the media’s perception of this communication. The research has shown that the media sees their communication as more passive and reactive than it actually is, which implicates a serious need of shift in communication patterns if these companies want to strive to gain mutual understanding and remotely positive attitude from the media during crisis situations.

The purpose of this paper is to explore the relationship between organizations and their PR firms during crisis situations. It contributes to the field by identifying the role of communication consultants in contemporary organizational crises, tasks they are entrusted by their clients, as well as providing their perspective on current crisis communication practice and its future development.

The research is based on 13 semi-structured in-depth interviews with two groups of senior staff in 11 Croatian PR agencies: CEOs, directors, managing partners and senior consultants, all in charge of their clients’ crisis communication projects.

The research results suggest that PR firms define crisis differently than their clients, who tend to consider every risk a crisis, which causes a significantly broadened scope of work for their PR firms. The findings also suggest crises to be periods when new PR firm–client relations are often established and caution PR firms to balance between openly expressing their opinion when unfavorable for their clients and providing the best advice possible to achieve a sustainable business model with the clients that they consult.

This research provides rare insight into crisis communication consulting practice, especially consultant–client relations during crises. Methodologically, it includes a representative group of senior communication practitioners acting as consultants and can provide the management of PR firms and scholars valuable insight into the current and future trends of the crisis communication field in Croatia.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Most firms will encounter a serious crisis at one time or another. Effective communication can help limit any damage caused to company reputation. Selecting the right communications strategy is important if this is to be achieved. Speed of response is critical, and being transparent and proactive can likewise help the firm’s cause and lessen any media hostility. The structure of the communications function within firms can determine the type of response in a crisis situation.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.