Organization–Public Relationships and Crisis Response Strategies: Impact on Attribution of Responsibility

Abstract

The study examines how relationships with an organization and crisis response strategy affect attribution of crisis responsibility. Participants were exposed to 1 of 4 different crisis response strategies, manipulated through news articles. The study measured perceptions of the organization–public relationship, and after exposure to 1 of the 4 news articles, attribution of crisis responsibility. People with a positive relationship with the organization were less likely to place blame for the crisis on the organization regardless of crisis response strategy. The study provides evidence that maintaining positive relationships with stakeholders may be more important that individual crisis strategies.