EFFECTIVE CRISIS MANAGEMET THROUGH ENSTABLISHED STAKEHOLDER RELATIONSHIPS ULMER

Management Communication Quarterly, Vol. 14, No. 4, May 2001 590-615 2001 Sage Publications, Inc.

Stakeholder theory (ST) provides a theoretical grounding for organizations to expand their understanding about how they have an impact on and are affected by groups such as suppliers, stockholders, customers, and employees. Much of this research is an outgrowth of the work of Freeman (1984) and Freeman and Gilbert (1987). Their theory suggests that if organizations are going to be successful, they need to look beyond just their stockholders and expand their view of critical relationships. Freeman explains that if an organization neglects a stakeholder group, that group has the ability to have a negative impact on the organization. Teoriile despre stakeholder ofera o baza teoretica pentru ca organizatiile sa-si extinda cunostintele despre cum acestia au un impact asupra lor si cum sunt afectate de grupuri precum distribuitori stockholderi, clienti si angajati. Teoriile lui Freeman si Gilbert sugereaza ca pentru ca organizatiile sa aiba mai mult succes ele trebuie sa priveasca mai departe si sa-si extinda viziunea despre relatiile importante cu stakeholderii. Freeman explica faptul ca daca o organizatie neglijeaza un grup de stakeholderi, acest grup are abilitatea de a crea un impact negativ asupra organizatiei. P. 593 Heat sustine importanta dezvoltarii unei relatii puternice cu stakeholderii in perioada precriza, argumentand faptul ca organizatiile trebuie sa construiasca relatii benefice reciproce cu stakeholderii si sa se focuseze pe responsabilitatea corporatista in procesul de comunicare in precriza. Desi crearea unor relatii puternice cu stakeholderii nu vor ajuta organizatia in prevenirea oricarei crize, poate juca un rol important in modul in care organizatia va rezolva o criza. 153 Stakeholderii au un interes atribuit in succesul organizatiei si pot reprezenta o retea de ajutor in caz de criza. De exemplu, stakeholderii pot servi ca avocati ai organizatiei in timpul crizei prin oferirea de sustinere politica si resurse de atenuare a crizei. 594 Stakeholderii sunt afectati in mod negativ de criza. Daca relatiile cu stakeholderii nu sunt puternice, aceste grupuri isi pot retrage sprijinul in timpul crizei, pot prelungi criza sau sa intensifice amenintarile ce vin odata cu declansarea crizei. 594

An important part of crisis planning, then, entails identifying stakeholders prior to a crisis and cultivating positive relationships with these groups. Organizations should establish value positions on issues of importance andwork to establish instrumental communication channels with stakeholders precrisis to build reservoirs of good will, alliances, and shared understanding. 594 Freeman (1984) contends that organizations often prioritize stakeholder needs and interests to minimize the complexity of stakeholder communication and serve the needs of the most affected groups. 597 Relationships with secondary stakeholders, such as customers and the media, are also very important to organizations (Freeman, 1984). It is important for organizations to establish open and regular communication with secondary stakeholders in case their needs for information increase suddenly. During crisis situations, the needs for information typically increase dramatically for both primary and secondary stakeholders 600 Due to the importance of the media in disseminating information to the larger public before or after a crisis, the media is a key stakeholder of most organizations. For this reason, organizations should work to establish open communication patterns with the media. 601