When an Issue Becomes a Crisis: An Investigation of Pre-crisis Communication through Annual Reports

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Drawing on the issues management approach, this study investigates the pre-crisis communication of a multinational enterprise through its annual reports. Using Toyota's global recall crisis as an example, the study examines what a crisis-ridden firm actually focused on and the extent to which the firm communicated warning signs, before a crisis. By employing a leading-edge text analytics software, Leximancer, the study explores the narratives of the annual reports. It sheds light on a less-explored dimension of crisis communication and evidences a shortfall in Toyota's issues management. The findings show that Toyota's articulation of its core values, commitment to safety and customer-orientation subsided before the global recall crisis, despite the fact that some safety issues had surfaced by that time. The analysis highlights that there is a need for the company to conduct a more rigorous self-evaluation of its priorities through the process of outlining annual reports in a non/pre-crisis period.
Original languageEnglish
JournalInternational Journal of Management Practice
Volume12
Issue number3
Pages (from-to)283–300
Number of pages18
ISSN1477-9064
DOIs
Publication statusPublished - 2019

Bibliographical note

CBS Library does not have access to the material

Keywords

  • Annual report
  • Content analysis
  • Crisis communication
  • Crisis management
  • Issues management
  • Leximancer
  • Pre-crisis period
  • Retrospective case study

Cite this

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title = "When an Issue Becomes a Crisis: An Investigation of Pre-crisis Communication through Annual Reports",
abstract = "Drawing on the issues management approach, this study investigates the pre-crisis communication of a multinational enterprise through its annual reports. Using Toyota's global recall crisis as an example, the study examines what a crisis-ridden firm actually focused on and the extent to which the firm communicated warning signs, before a crisis. By employing a leading-edge text analytics software, Leximancer, the study explores the narratives of the annual reports. It sheds light on a less-explored dimension of crisis communication and evidences a shortfall in Toyota's issues management. The findings show that Toyota's articulation of its core values, commitment to safety and customer-orientation subsided before the global recall crisis, despite the fact that some safety issues had surfaced by that time. The analysis highlights that there is a need for the company to conduct a more rigorous self-evaluation of its priorities through the process of outlining annual reports in a non/pre-crisis period.",
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author = "Faith Hatani",
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pages = "283–300",
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When an Issue Becomes a Crisis : An Investigation of Pre-crisis Communication through Annual Reports. / Hatani, Faith.

In: International Journal of Management Practice, Vol. 12, No. 3, 2019, p. 283–300.

Research output: Contribution to journalJournal articleResearchpeer-review

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AU - Hatani, Faith

N1 - CBS Library does not have access to the material

PY - 2019

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AB - Drawing on the issues management approach, this study investigates the pre-crisis communication of a multinational enterprise through its annual reports. Using Toyota's global recall crisis as an example, the study examines what a crisis-ridden firm actually focused on and the extent to which the firm communicated warning signs, before a crisis. By employing a leading-edge text analytics software, Leximancer, the study explores the narratives of the annual reports. It sheds light on a less-explored dimension of crisis communication and evidences a shortfall in Toyota's issues management. The findings show that Toyota's articulation of its core values, commitment to safety and customer-orientation subsided before the global recall crisis, despite the fact that some safety issues had surfaced by that time. The analysis highlights that there is a need for the company to conduct a more rigorous self-evaluation of its priorities through the process of outlining annual reports in a non/pre-crisis period.

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