“Identify a case (or at least two cases if you adopt a comparative approach) of organisational crisis of your choice and, using appropriate theories and conceptual tools, critically analyse an aspect of crisis management selected from those addressed in this Module (e.g. decision making & crisis management; communication strategies & stakeholders’ management; media & social media; ethics; leadership; culture)”
I would like you to choose the cases, “Samsung’s Note 7 Smartphone Crisis” and “Volkswagen Emission Scandal”, in order to construct a comparative case study. Both of the companies recalled their products and eventually struggled with financial losses and managerial failures. We can talk about the response time of the managerial teams in both companies. Include how the company handled the crisis through social and paperback media, where did the apologies made, how did the customers responded.
I would also like to include the ethical and cultural implications of the both crisis. How did the change the culture within the organisation or were the products already integrated with social culture that it created even more severe damage for the company.
In addition while Samsung’s products were failed due to mechanical problems Volkswagen’s cars scandal was more man-made since it was a failure of recording the results and a communication failure between departments. We might also elaborate on how these reasons differed the companies’ strategies to handle the crisis and compare the process.
We need to use relevant theories to these subjects and implement them to crisis situations. Mostly focus on these subjects and relevant theories for them; “media&social media, communicational strategies, ethics and culture, managerial decision making” .
Any improvements on the subject that you feel like it should be made please incorporate it as well. Any theories or frameworks or knowledge or aspects anything.
If you see necessary I can provide additional materials and resources with your request. These are the relevant resources from the module convenor’s page. You may use these as well if you see relevant:
Mitroff, I. (2001) “A best practice model: A general framework for crisis management”, Chapter 3 in I. Mitroff, Managing Crises before They Happen. What every Executive and Manager Needs to Know about Crisis Management. AMACOM, New York, pp. 27-51.
Mitroff, I., Pauchant,T. & and Shrivasava, P. (1988) “The structure of man-made crises”, Technological Forecasting and Social Change, 33: 83–107.
Smith, D. (2000) “Crisis management teams: Issues in the management of operational crises”, Risk Management, 2(3): 61-78.
Frandsen, F. & Johansen, W. (2011) “The study of internal crisis communication: Towards an integrative framework”, Corporate Communication: An International Journal, 16(4): 347-361.
Coombs, W. & Holladay, S. (2008) “Comparing apology to equivalent crisis response strategies: Clarifying apology’s role and value in crisis communication”, Public Relations Review, 34(3): 252–257.
Lucero, M., Kwang, A.T.T., & Pang, A. (2006) “Crisis leadership: When should the CEO step up?”, Corporate Communications: An International Journal, 14(3): 234-248.