Mina Roshan ^{a, *} , Matthew Warren ^a , Rodney Carr ^b 

^a Deakin Business School, Department of Information Systems and Business Analytics, Deakin University, Geelong, Australia

^b Deakin Business School, Department of Management, Deakin University, Geelong, Australia

ABSTRACT

Many businesses have commenced using social media for crisis communication with stakeholders. However there is little guidance in literature to assist organisational crisis managers with the selection of an appropriate crisis response strategy. Traditional theories on crisis communication may not adequately represent the social media context. This study took a qualitative approach and explored organisational use of social media for crisis communication at seventeen large Australian organisations. An analysis of 15,650 Facebook and Twitter messages was conducted, drawing on the lens of Situational Crisis Communication Theory (SCCT) (Coombs & Holladay, 2002). Findings suggested that when large Australian organisations responded to crises via social media, they lacked an awareness of the potential of social media for crisis communication. Organisations often did not respond to stakeholder messages or selected crisis response strategies that may increase reputational risk. The paper contributes important understandings of organisational social media use for crisis communication. It also assists crisis managers by providing six crisis response positions and a taxonomy of social media crisis messages that stakeholders may send to organisations. Key implications are discussed.

Keywords:

Social media; Crisis management; Crisis communication; Crisis response strategy

To link to this article: http://dx.doi.org/10.1016/j.chb.2016.05.016