Abstract
Crisis communication research has largely focused on investigating crisis response strategies applied by a single organization when aiming to protect its reputation among key stakeholders. Little research has explored the interorganizational dimension of crises, crisis management, and crisis communication, in casu, the role of trade associations. Based on Rhetorical Arena Theory, this article examines two research questions: (1) How do trade associations prepare for crises that may arise for their member organizations and/or for themselves? and (2) How do trade associations communicate during a crisis involving one or more of their members and/or themselves? Do they speak with “one voice,” or do they pursue different strategies? The empirical basis for this research is a case study of how four Danish trade associations representing the clothing industry intervened communicatively when one of their members, Bestseller, faced a double crisis in 2011.
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