scholarly journals Communicating to Tourists During and Post-Covid-19: What Do They Want (Need) to Hear?

Author(s):  
Laura Zizka ◽  
Meng-Mei Chen ◽  
Effie Zhang ◽  
Amandine Favre

AbstractSwiss tourism relies heavily on international clientele to book rooms and purchase goods and services. However, from March to June 2020, due to the COVID-19 pandemic, travel and subsequent bookings slowed and, in some cases, stopped altogether. Based predominantly on Situational Crisis Communication Theory (SCCT), this paper investigates Swiss hotels’ messages on their official Facebook pages and the SCCT strategies they employed during this crisis. The findings from 48 independent four- and five-star hotels show that the Victimage strategy was the most often employed when communicating about the COVID-19 pandemic in general. Further, most hotels published positive messages during this period (68%) and strongly emphasized their roles as victims at this time. Only 5% of the messages posted were negative messages. Hotels ‘blamed’ the government and the sanitary measures for their closing or reduced services. The findings presented here contribute to the literature by offering a pattern of crisis responses from Swiss hotels in the early period of the pandemic. These results are currently being updated with the messages communicated in the 12 months since the beginning of this study. The findings of this crisis communication during an early stage of the pandemic will be used to make concrete recommendations for the strategies that should be implemented in the future if the COVID-19 crisis continues or when faced with other crises.

2021 ◽  
Vol 13 (1) ◽  
pp. 36
Author(s):  
Anton Surahmat ◽  
Susanne Dida ◽  
Feliza Zubair

Crisis communication is one of the most important instruments in crisis management. Unfortunately, there is a lot of criticism about how the Indonesian government implemented its crisis communication strategy during the Covid-19 pandemic season. This study aims to uncover the government's crisis communication strategy from the perspective of Van Dijk's critical discourse analysis. Based on the Situational Crisis Communication Theory (SCCT), researchers study the structure of discourse in texts consisting of macro, superstructure, and micro. There were 6 press releases from President Jokowi, Minister of Health Terawan Agus Putranto, and Spokesperson dr. Achmad Yurianto was collected using a purposive sampling method to describe the government's crisis communication strategy at the beginning of pre-crisis and crisis. The results show a significant dynamic crisis communication strategy on how the government implemented it in the pre-crisis and crisis phases. In the pre-crisis phase, they were statements from public officials especially in this case coming from President Jokowi and Minister of Health Terawan Agus Putranto. Both of these statements tend to lead to Deny and Diminish's strategy while still delivering messages in the form of Adjustments and Instructive Information so that the public remains alert and calm. However, in the crisis phase, government communication shifted towards Diminishes' statement, in the view of Justification that the crisis was actually not so terrible and bad. This is the biggest idea that emerged in the statement of President Jokowi and Spokesperson dr. Achmad Yurianto. Broadly speaking, this phase also provides a greater perspective on projections of government policy in the Covid-19 arrangement.


Author(s):  
Tariq Saeed Khalfan Barshoud Almarshoodi Et.al

The prime objective of the current study is to investigate the impact of a crisis on the organizational reputation. For this purpose, the study has employed the Coombs’ situational CC theory (SCCT). Using a case which involved the death of a witness during an interrogation by the government agency; this study analyzed the development of the crisis situation as it unfolded. Subsequently this study assesses the attribution of crisis responsibility three and a half years after the crisis erupted, in order to get a clear picture of its impact on an organization’s reputation. Through the lens of SCCT theory, the present study examines employees’ perceptions of the attribution of crisis responsibility and the relevant organization’s reputation in the context of a preventable crisis. This study attempts to enrich the existing body of knowledge by expanding and developing the SCCT theory in reducing reputational threats. In this study, employees’ positive perceptions may be due to the fact that they think the crisis as something that is manageable and can be controlled. Crisis responsibility as the predictor in the study indicates that even though the origin of the crisis is unknown and to date, the cause is still uncertain, public servants view circumstances, not UAE POLICE, as being responsible for the crises.


2019 ◽  
Vol 20 (3) ◽  
pp. 372-378
Author(s):  
Bingjie Liu-Lastres ◽  
Hany Kim ◽  
Tianyu Ying

Organizational learning is an important function of tourism crisis management. By examining and evaluating hotels’ responses to the 2010 bed bug crisis on social media, the purpose of this study was to provide insights into how to establish effective crisis responses. Situational crisis communication theory was used as the theoretical framework and a total of 136 management responses were included in the sample. Content analysis and co-occurrence analysis were conducted. The results revealed a learning curve of crisis management for hotels. Enhancing and Bolstering were the most commonly used strategies within the sample. Further analysis showed the inconsistencies between hotels’ crisis response strategies and the situational crisis communication theory guidelines, where instructing information were seldom included. Based on the findings, this study discussed the importance of creating effective crisis responses and future research directions.


2021 ◽  
pp. 2046147X2199997
Author(s):  
Jim Macnamara

As the COVID-19 pandemic spread across the world, requiring emergency management by health authorities and providers, it created flow-on crises and “crisis contagion” for organizations ranging from international airlines and tourism operators to local businesses, schools, and universities. In addition to the risks directly associated with the health emergency, many organizations were plunged into crisis because of severe restrictions to their operations and income losses. This analysis examines crisis communication in an organization faced with major financial losses, staff redundancies, and disruption. It analyses how these and necessary crisis responses were communicated to stakeholders, using situational crisis communication theory (SCCT), as its analytical framework. While noting alternative perspectives such as crisis and emergency risk communication (CERC) theory, SCCT is identified as the most widely applied theory of crisis communication, and thus warrants ongoing review in an era of media fragmentation, disinformation, and low public trust. Furthermore, this analysis provides a relatively rare “inside” ( emic) perspective through ethnography and autoethnography conducted by a senior decision-maker in the organization studied, which expands traditional outside ( etic) perspectives and offers new insights into crisis communication.


2021 ◽  
pp. 232948842098876
Author(s):  
LaShonda L. Eaddy

Coombs’s Situational Crisis Communication Theory suggests performance history, composed of relationship history and crisis history, intensify crisis responsibility attribution. Relationship history is organizations’ actual and perceived rapport with publics, while crisis history is an organization’s previous crises. Extant literature has only examined crisis history one-dimensionally. This study proposes the Crisis History Framework that provides insight into influential factors that can make crises more or less salient to individuals. Furthermore, the study introduces the Crisis History Salience Scale that can help crisis communications scholars conduct empirical research examining crisis history’s multiple facets. Moreover, the study offers suggestions for how crisis history considerations can inform proactive crisis management, key messaging, and strategy development during crises.


2021 ◽  
Vol 2 (1) ◽  
pp. 1-7
Author(s):  
Aris Sumartono ◽  
Umaimah Wahid

Pademi COVID-19 di lingkungan Universitas XXY membuat warga sivitas akademika tidak nyaman. Ketidakjelasan informasi terkait korban terinfeksi COVID-19 menimbulkan perasaan cemas dan mengarah ke negative thinking. Kondisi itu menimbulkan pertanyaan, bagaimana proses manajemen krisis Universitas XXY dalam menangani cluster penyebaran virus COVID-19 di kampus. Teori yang digunakan adalah Situational Crisis Communication Theory. Penelitiannya memakai pendekatan kualitatif, dengan teknik pengumpulan data melalui wawancara dan mengumpulkan dokumen. Hasil penelitian menunjukkan, manajemen krisis Universitas XXY pada tahap pre-krisis adalah memonitor pemberitaan media. Saat krisis terjadi, dipakai strategi diminish guna mengurangi dampak negatif krisis. Caranya, menjalin kerja sama dengan pengurus RW, RT kampus, media massa, publikasi siaran pers melalui website, berkomunikasi dengan Pemerintahan daerah, Kepolisian, Dinas Perhubungan, serta memanfaatkan media tradisional dan digital. Pada tahap post-krisis, tindakan komunikasi   Universitas XXY adalah mengeluarkan sejumlah kebijakan untuk pencegahan COVID-19. Kesimpulan penelitian ini adalah, kebijakan Universitas XXY berupa penyampaian informasi melalui surat edaran dan memo internal, berhasil menurunkan sentimen negatif warga kampus, dan mengurangi rasa cemas mereka dalam bekerja.  


2019 ◽  
Vol 57 (2) ◽  
pp. 163-175 ◽  
Author(s):  
Sky Marsen

This article introduces the special issue on crisis communication, whose aim is to bring together diverse approaches and methods of analysis in the field. The article overviews the field by discussing two main frameworks, dealing with postcrisis (reputation management) and precrisis (issue management) communication, respectively. The article then overviews some major theories of crisis communication and their different methodologies: image repair, situational crisis communication theory, rhetorical arena theory, narrative, and integrated crisis mapping. It ends with a description of some lessons learned that apply to all approaches and an overview of the contributions to the issue. By comparing and contrasting different perspectives on crisis communication, the article emphasizes the rich diversity that characterizes this branch of business communication.


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