000			03226nam a22003015i 4500
001			239286
003			ES-VaUE
005			20240306114314.0
007			cr nn 008mamaa
008			211004s2021 si | o |||| 0|eng d
020			_a9789811651304
024	7		_a10.1007/978-981-16-5130-4 _2doi
040			_aES-VaU _bspa _cES-VaU _dES-VaU
050		4	_aHD30.28 _b2021 EB
100	1		_aSchermer, Tom. _eautor. _4aut _4http://id.loc.gov/vocabulary/relators/aut
245	0	0	_aReputational Crises Unspun : _bA Stakeholder Solution to Reputational Crises _cby Tom Schermer
250			_a1st ed. 2021.
264		1	_aSingapore _c2021 _bSpringer International Publishing
300			_a1 recurso en línea
336			_atexto _btxt _2rdacontent
337			_aelectrónico _bc _2rdamedia
338			_arecurso electrónico _bcr _2rdacarrier
505	0		_aChapter 1. Introduction: What is a reputational crisis? -- 2. Crisis communication and reputation management -- 3. Reputational crisis stakeholders - fluidity in identities -- 4. Managing perceptions - media in reputational crises -- 5. Crisis communication and management challenges -- 6. Thinking differently: Reputational crises resituated -- 7. Best practice method of dealing with reputational crises -- 8. Crisis prevention -- 9. Crisis Preparedness Quiz.
520			_aThis book reviews dominant crisis communication theories, which according to many scholars are either too narrow or broad for practical application to all types of reputational crises. Freeman, as the progenitor of modern stakeholder theory, has spent much time since the original publication trying to remove the primary focus from companies to that of achieving broader positive outcomes for organisations, populations, and the operating environment. This book embraces the ethos of Freeman's revisions and applies it to crisis communication through placing the reputational crisis at the centre of a stakeholder map, where other literature places the company at the centre of the stakeholder map. This leaves the company experiencing the crisis situated with all other crisis stakeholders to develop solutions to the source of conflict, and as a result, the reputational crisis. Removing the corporation from the centre allows for other stakeholders such as interest groups, politicians, media, and afflicted stakeholders, to legitimately work towards solving the crisis. This book uses a typology of apologia and builds upon it to create a means that allows corporate managers to genuinely apologise to crisis victims, without necessarily exposing the corporation to financial liability claims. The apologia construct developed herein is equally useful to CEO's as it is in a domestic situation. Consistent throughout this book is the philosophy that all reputational crises can be either solved, or significantly reduced in terms of impact. Examples used throughout relate to reader's personal lives as well as structured powerful organisations.
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-981-16-5130-4 _zAcceso a este recurso digital (usuarios Universidad Europea de Valencia)
942			_2lcc _cLE
988			_aSpringer_Business_2021
999			_c239286 _d239286