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Publication date: 2 February 2023

Taylor S. Voges, Yan Jin, LaShonda L. Eaddy and Shelley Spector

The purpose of the study is to provide insights on the COVID-19 pandemic communication from the lessons learned by health communication executives—how they perceived the COVID-19…

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Abstract

Purpose

The purpose of the study is to provide insights on the COVID-19 pandemic communication from the lessons learned by health communication executives—how they perceived the COVID-19 pandemic and recommend preparing for communication management of future public health crises.

Design/methodology/approach

A number of top health communication executives in the United States, who worked in the healthcare industry for at least 25 years and held titles like director, president and chief strategist, were interviewed for their unique perspectives on the COVID-19 pandemic. This study used the contingency theory of strategic conflict management for qualitative deductive analysis of the following segmentations of key factors that drove organizational communication management decision making during the pandemic: organization characteristics, relationship characteristics, general external climate, external publics and the issue under question.

Findings

Health communication executives heavily relied on their past health communication experiences, which led to nuanced understandings of the COVID-19 pandemic. Practically, the health communication executives urged future practitioners to constantly assess risks, hire and use diverse and representative decision-makers; set a communication protocol; and keep the communication in perspective. Theoretically, the contingency theory is furthered—there appears to be a theoretical linkage between the construct of general external climate and the construct of the external public.

Originality/value

The unique perspectives of top health communication executives, based in the United States, provided in-depth insights on the COVID-19 pandemic—its nuances, challenges and main influences (e.g. political, racial, etc.). These takeaways and recommendations can be adapted by other organizations and future health communicators in other parts of the world.

Details

Journal of Communication Management, vol. 27 no. 1
Type: Research Article
ISSN: 1363-254X

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Article
Publication date: 3 April 2018

LaShonda Louallen Eaddy and Yan Jin

The purpose of this paper is to explore crisis history further. The paper also examines the possible impact of information source on publics’ perceptions. The study seeks to…

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Abstract

Purpose

The purpose of this paper is to explore crisis history further. The paper also examines the possible impact of information source on publics’ perceptions. The study seeks to expound on the tenets of the situational crisis communication theory (SCCT), particularly the underutilized crisis history component.

Design/methodology/approach

The study used a 3 × 3 between-subjects experiment design to examine the effects of crisis history and information source on publics’ crisis emotions, perception of crisis responsibility, control, and organizational reputation. Participants were 174 undergraduate students from a large Southeastern university.

Findings

The study’s findings suggest that an organization’s crisis history by the media can increase publics’ perceived organizational control (referred to as personal control) in a crisis situation. However, negative crisis history told by the media can evoke more severe public anger in a crisis. A positive crisis history still could lead to negative perceptions.

Research limitations/implications

The study uses a fictional crisis scenario that may not evoke the same emotions or perceptions as an actual crisis.

Practical implications

Crisis communicators concerned with angry publics should focus less on traditional media relations and more on new media to reach other gatekeepers; or focus more heavily on media strategy since the media is more likely to elicit more anger among publics. Furthermore, a positive crisis history does not give organizations a pass in current crises.

Originality/value

Although the SCCT identifies crisis history as an intensifier of attribution of responsibility, few studies have examined crisis history.

Details

Corporate Communications: An International Journal, vol. 23 no. 2
Type: Research Article
ISSN: 1356-3289

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