Abstract
AbstractAlthough crisis planning (including both prevention and preparation) is well‐established as the 'alpha' of crisis management, businesses often find themselves caught off‐guard in the face of crises. What impedes business organizations from heeding scholarly advice to engage in crisis planning? Interviews with corporate communication professionals suggest that in a fast‐evolving digital landscape characterized by the ambiguity of what ‘qualifies’ as a crisis, the need for an organizational culture of preparedness and balancing structure with agility are the hallmarks of crisis planning. Even when interviewees acknowledge the importance of crisis planning, cultivating a culture of preparedness is contingent on an engaged leadership that recognizes and provides communication professionals a seat at the table, fosters internal coordination, and understands the importance of peacetime relationships with stakeholders. Our paper addresses the complexities and implications of crisis planning that is typically hidden from view.
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