Elaborating the halo effect of SCCT: how and why performance history affects crisis responsibility and organizational reputation

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Abstract

This study explored how and why a halo effect occurred during a food-related crisis in South Korea. The research questions were framed using situational crisis communication theory. A qualitative research method involving 16 in-depth interviews revealed that the good performance history of the company involved in the crisis caused people to attribute less responsibility to the organization, as they doubted the alleged cause of the crisis and interpreted the crisis as a one-time mistake. A good performance history reduced threats to the organization because people felt a personal bond with, and trust in, the organization, partly due to its long history of operations and relatively large size.

Original languageEnglish
Pages (from-to)277-294
Number of pages18
JournalJournal of Public Relations Research
Volume29
Issue number6
DOIs
Publication statusPublished - 2017 Nov 2

All Science Journal Classification (ASJC) codes

  • Sociology and Political Science
  • Public Administration

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