Organizational Image Repair Tactics and Crisis Type: Implications for Crisis Response Strategy Eff ectiveness

Abstract

Existing models of organizational crisis response eff ectiveness provide useful insights but are limited in terms of off ering a guide for practitioners dealing with actual crisis situations. This analysis examines the relative eff ectiveness of image repair tactics based on diff erences in root causes of crisis events. Results suggest that certain image repair tactics are seen as the most and the least eff ective regardless of crisis type. At the same time, there were some diff erences across crisis types that could guide practitioner tactic choices. Limited results here and in past research raise questions about whether image repair tactic eff ectiveness can be usefully mapped to situational variables, such as audience or crisis type. This article concludes with discussion on this matter and suggestions for future research.