A Framework for Managing Corporate Social Media Crisis

    Research output: Contribution to conferenceConference abstract for conferenceResearchpeer-review

    Abstract

    Social media crises pose significant challenges for organizations in terms of their rapid rate of spread and potential negative associations in terms of brand parameters and sustained negative advocacy by users. This paper reports on a multiple case study of four different social media crises that is informed by the crisis communication theories and grounded in the methodologies of netnography and big social data analytics. Findings show that voluminous but also transient nature of social media crises, different strategies employed by the organizations to manage the crises and their results, and a diversity of collective user actions. Based on the findings, we recommend that companies should choose a response strategy that is suitable for the type of crisis they are experiencing as well as the industry sector they belong to. We apply the findings to McKinsey’s 7S framework to offer a preliminary framework for managing social media crises.
    Social media crises pose significant challenges for organizations in terms of their rapid rate of spread and potential negative associations in terms of brand parameters and sustained negative advocacy by users. This paper reports on a multiple case study of four different social media crises that is informed by the crisis communication theories and grounded in the methodologies of netnography and big social data analytics. Findings show that voluminous but also transient nature of social media crises, different strategies employed by the organizations to manage the crises and their results, and a diversity of collective user actions. Based on the findings, we recommend that companies should choose a response strategy that is suitable for the type of crisis they are experiencing as well as the industry sector they belong to. We apply the findings to McKinsey’s 7S framework to offer a preliminary framework for managing social media crises.

    Conference

    ConferenceThe 6th International Conference on Social Media & Society. SMSociety 2015
    Number6
    CountryCanada
    CityToronto
    Period27/07/201529/07/2015
    Internet address

    Cite this

    Iskou Sørensen, J., Mukkamala, R. R., Hussain, A., & Vatrapu, R. (2015). A Framework for Managing Corporate Social Media Crisis. Abstract from The 6th International Conference on Social Media & Society. SMSociety 2015, Toronto, Canada.
    Iskou Sørensen, Jannie ; Mukkamala, Raghava Rao ; Hussain, Abid ; Vatrapu, Ravi. / A Framework for Managing Corporate Social Media Crisis. Abstract from The 6th International Conference on Social Media & Society. SMSociety 2015, Toronto, Canada.1 p.
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    Iskou Sørensen, J, Mukkamala, RR, Hussain, A & Vatrapu, R 2015, 'A Framework for Managing Corporate Social Media Crisis', Toronto, Canada, 27/07/2015 - 29/07/2015, .

    A Framework for Managing Corporate Social Media Crisis. / Iskou Sørensen, Jannie; Mukkamala, Raghava Rao; Hussain, Abid; Vatrapu, Ravi.

    2015. Abstract from The 6th International Conference on Social Media & Society. SMSociety 2015, Toronto, Canada.

    Research output: Contribution to conferenceConference abstract for conferenceResearchpeer-review

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    T1 - A Framework for Managing Corporate Social Media Crisis

    AU - Iskou Sørensen,Jannie

    AU - Mukkamala,Raghava Rao

    AU - Hussain,Abid

    AU - Vatrapu,Ravi

    PY - 2015

    Y1 - 2015

    N2 - Social media crises pose significant challenges for organizations in terms of their rapid rate of spread and potential negative associations in terms of brand parameters and sustained negative advocacy by users. This paper reports on a multiple case study of four different social media crises that is informed by the crisis communication theories and grounded in the methodologies of netnography and big social data analytics. Findings show that voluminous but also transient nature of social media crises, different strategies employed by the organizations to manage the crises and their results, and a diversity of collective user actions. Based on the findings, we recommend that companies should choose a response strategy that is suitable for the type of crisis they are experiencing as well as the industry sector they belong to. We apply the findings to McKinsey’s 7S framework to offer a preliminary framework for managing social media crises.

    AB - Social media crises pose significant challenges for organizations in terms of their rapid rate of spread and potential negative associations in terms of brand parameters and sustained negative advocacy by users. This paper reports on a multiple case study of four different social media crises that is informed by the crisis communication theories and grounded in the methodologies of netnography and big social data analytics. Findings show that voluminous but also transient nature of social media crises, different strategies employed by the organizations to manage the crises and their results, and a diversity of collective user actions. Based on the findings, we recommend that companies should choose a response strategy that is suitable for the type of crisis they are experiencing as well as the industry sector they belong to. We apply the findings to McKinsey’s 7S framework to offer a preliminary framework for managing social media crises.

    M3 - Conference abstract for conference

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    Iskou Sørensen J, Mukkamala RR, Hussain A, Vatrapu R. A Framework for Managing Corporate Social Media Crisis. 2015. Abstract from The 6th International Conference on Social Media & Society. SMSociety 2015, Toronto, Canada.