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The aim of this paper is to study the development of a smoldering crisis over time. The focus is on a nationwide news media and online news communication related to a smoldering crisis running in the Danish healthcare system since 2016: the problematic implementation of a large-scale electronic health record (EHR), technology entitled Sundhedsplatformen (SP), in the hospitals of the capital region of Denmark.

Based on insights from crisis communication theories and in particular rhetorical arena theory (RAT), traces of SP smoldering crisis and patterns of discursive strategies are identified and explained from a longitudinal perspective to explain the communicative complexity that characterizes this smoldering crisis. To build an understanding of how this smoldering crisis is perceived, followed and kept alive, an analysis of (de)legitimation discursive strategies employed strategically by various actors and voices in news articles is conducted in relation to four communicative themes: issue identification, warnings, blame attribution and potential solutions.

It has been found that a legitimacy deficit emerges communicatively through specific (de)legitimation strategies during this smoldering crisis. New insights into RAT (Frandsen and Johansen, 2017) are also provided.

This study is not only of theoretical relevance, but it is also of practical relevance for public relation professionals who aim to identify characteristics of starting smoldering crises as well as to find strategic responses to the ongoing challenges and the developing over time of smoldering crises.

New insights into RAT (Frandsen and Johansen, 2017) are provided.

The purpose of this paper is to study three apologies or statements offered by the Vatican and/or Pope Benedict XVI after a much‐debated lecture at the University of Regensburg in Germany in 2006. The rhetorical model of apologizing and apologetic ethics proposed by Hearit is applied and tested in the study with the aim of expanding his theory.

The research design is qualitative and based on a case study methodology combining rhetorical criticism and ethics with crisis communication theory.

The analysis shows that although Hearit's approach allows us to both describe, explain and evaluate the apologies or statements offered by the Vatican and/or the Pope during the crisis, it does not take into account the globalizing context, or the more complex and less evident sociocultural order, into which their crisis communication is embedded.

The paper introduces and discusses the new concept of meta‐apology, i.e. an apology where the apologist is no longer apologizing for what he or she may have done wrong – because he or she does not have to, according to their own sociocultural order – but for the negative effects that the act committed by the apologist may possibly have caused.

Previous crisis communication research has primarily examined the external dimension of crisis communication, i.e. the crisis response strategies applied by organizations to protect and/or restore their image or reputation among external stakeholders in a crisis situation. The purpose of this paper is to set up an integrative framework for the study of internal crisis communication in private and public organizations.

The paper takes a theoretical approach reviewing the literature on crisis management and crisis communication and discussing the concept of internal stakeholder and the implications of a staged approach.

An integrative framework for the study of internal crisis communication is developed based on two assumptions: first, that internal crisis communication research must start with a detailed study of the relationship between an organization and its internal stakeholders (in this case: the employees) to clarify to what extent internal crisis communication differs from external crisis communication; and second, that internal crisis communication research can best be systematized applying a staged approach (precrisis stage, crisis event, postcrisis stage) as an heuristic method.

Apart from a few exceptions, the internal dimension of crises, crisis management, and crisis communication has, by and large, been unexplored.

The purpose of this paper is to provide context for and a preview of the content for the special issue on corporate apologia.

The methodology is a review of literature relevant to crisis communication and the role of apologia within this body of literature.

Apologia, a rhetoric of self‐defense, has a strong connection in the creation and development of crisis communication. Current research is moving beyond the parameters of apologia but it remains a strong influence on the field. Future crisis communication research needs to explore further the role of emotion if crisis communication and the implications of international crisis communication. The various contributions the articles in the special issue provide for crisis communication are reviewed as a means of previewing the special issue.

The paper provides lessons that crisis managers can apply when they need to communicate during a crisis.

The paper provides insights into the development of crisis communication and the role of apologia in that development.

Based on the assumption that the identity and self-understanding of an academic discipline determines how it conceptualizes different domains of social reality, including how it imports and/or exports concepts from or to other disciplines, this chapter presents some of the findings of a major ongoing comparative and cross-disciplinary study of how five key concepts within the combined fields of crisis management and reputation management are applied in three different disciplinary contexts. In this chapter, however, the focus is on just one of these concepts: the concept of reputation.

In February 2015, Jørgen Vig Knudstorp, CEO of the LEGO Group, invited the national and international press to a financial briefing at the company's headquarters in Billund (Denmark). 2014 had been an exceptional year of growth for the LEGO group. Nevertheless, most of the journalists present in the room were surprised when the Danish CEO suddenly began to dance in front of the audience while singing ‘Everything is awesome’ from the LEGO Movie. Why did he do it? Was it out of spontaneous joy? Or was there a strategy behind his actions? And what were the reactions of the media and LEGO employees? What can a CEO who is dancing and singing for a few seconds or minutes in front of a group of journalists tell us about leadership roles and leadership communication? The aim of this chapter is to provide plausible answers to these questions. We combine theory of dancing with three different approaches to the study of leadership: (1) a strategic approach: the CEO as a Performer, (2) a positive organizational scholarship approach: the CEO as a Chief Happiness Officer and (3) a critical approach: the CEO as a Seducer. At the end of the chapter, we discuss how this small case study can contribute to a broader understanding of strategic communication that includes a dramaturgical and multimodal perspective.

The purpose of this investigation is to explore Alitalia and the Italian Government's crisis response strategies (CRSs) implemented in three specific periods of 2008 to understand Alitalia and the Italian Government's approach in communicating with media stakeholders as well as to examine how main Italian and international newspapers framed Alitalia's CRSs.

This study adopts a content analysis approach to evaluate CRSs used by Alitalia and the Italian Government in their official press releases then reported by the main Italian and international newspapers.

Both Alitalia and the Italian Government focused mostly on corrective action – however, some differences in their choice of CRSs are visible during the three periods. Alitalia provided more information on the situation through its press releases than the government, whereas the government used in a larger measure excuse strategies, especially in the later period. In terms of news coverage, the content analysis shows that the CRSs reported by the international press correspond to those in the press releases whereas the Italian newspapers preferred other frames than those offered by Alitalia and the Italian Government.

The findings confirm previous investigations on the importance of applying a context‐oriented approach in crisis communication management, but they also underline the importance of media relations management.

This study extends the body of knowledge in crisis communication management and news coverage and offers some suggestions to manage effective media relations within the Italian media system.

The paper aims to propose a reinterpretation of corporate apologia and social legitimacy from theoretical perspectives of phenomenology and Foucault's theory of discipline.

The reinterpretation proposed in this paper is based on diagnostic theories aimed at making improvements by guiding practice in a determinate direction and by providing a basis for criticizing practice. The author also provides examples of adequate and inadequate corporate apologia along with the theoretical framework proposed in this paper.

Besides shouldering responsibility corporations cannot help becoming disciplined subjects in order to re‐establish legitimacy with the public.

The paper proposes a view of corporate apologia as self‐discipline for corporations that have undergone mishaps in order to reestablish legitimacy. Some examples of Japanese multinational corporations, such as Toyota and Toshiba, are included to contextualize abstract ideas.

The incident in 2006 at the Vattenfall owned plant in Forsmark turned out to be one of the most serious ever in Sweden. Vattenfall's communication during this crisis did not meet the accusations, instead their line of defence was not to engage in discussions of the accusations, but to refer only to their own character as safe, thorough and scientific. Apparently, this strategy worked; the company ranked high in public confidence before the incident, and according to polls this confidence remained unharmed throughout the crisis. This paper aims to analyze under which circumstances a defence built on character may meet the demands of the stakeholders, especially those of the general public.

The purpose is reached through a mainly rhetorical analysis of both Vattenfall's press releases during the crisis, and the media coverage.

The analysis shows that the success of Vattenfall's communication strategy relies on their use of the general reputation held by the company at the start of the crisis. With a high level of general trust, not addressing accusations directly can be a successful move.

The paper shows that to a company facing a crisis situation, context analysis is crucial. The strategy adapted by Vattenfall could seem potentially damaging to themselves, but worked in the actual circumstances.

The paper shows that not meeting accusations may work as an apologetic strategy, if the reputation established in the pre‐crisis situation is sufficiently strong.