Creativity caged in translation: a neo-institutional perspective on crisis communication/Creatividad enjaulado en la traducción: una perspectiva neo-institucional sobre comunicación de crisis

Autores/as

  • Magnus Fredriksson
  • Eva-Karin Olsson Swedish national defence college
  • Josef Pallas Uppsala University

DOI:

https://doi.org/10.5783/revrrpp.v4i8.280

Palabras clave:

crisis communication, A/H1N1, neo-institutional theory, Sweden, translation

Resumen

Crisis communication research has primarily focused on universal models guiding managers of various organisations in times of crisis. Even though this is about to change, a tendency remains for research in the field to overlook the impact of structural conditions on organisation’s crisis communication. In order to add to the emergent discussion on new theoretical and empirical venues within the field of crisis communication, this paper proposes a framework based on new institutional theory for analysing crisis communication practices as a societal phenomenon. New institutionalism is advocated due to its ability to shift the focus from agency to structure and in doing so emphasise the social preconditions for organisational activities. In line with this, this conceptual paper discusses crisis communication as an institution, i.e., as a set of more or less conscious ideas about formats (the organisational structures developed for crisis communication work), contents (the content of organisations’ communication in times of crisis) and contexts (the situations during which organisations are expected to perform crisis communication). Moreover, we discuss how these ideas become translated (i.e., modified) as they travel (i.e., become legitimate, popular and get widely spread) across organisational and institutional contexts. In order to illustrate the framework described above, the Swedish authorities’ communication in connection to the A/H1N1 outbreak is used as a case study.

Descargas

Los datos de descargas todavía no están disponibles.

Biografía del autor/a

Magnus Fredriksson

Eva-Karin Olsson, Swedish national defence college

Josef Pallas, Uppsala University

Citas

Boltanski, L., & Thévenot, L. (2006). On justification: Economies of worth. Princeton: Princeton University Press.

Boström, M., Forssell, A., Jacobsson, K., & Tamm Hallström, K. (2004). Den organiserade frivilligheten. Malmö: Liber.

Boxenbaum, E. (2006). Lost in translation? The making of Danish diversity management. American Behavioral Scientist, 49(7), 939-948.

Brinson, S. L., & Benoit, W. L. (1996). Dow corning's image repair strategies in the breast implant crisis. Communication Quarterly, 44(1), 29-41.

Brunsson, N., & Jacobsson, B. (2000). A world of standards. Oxford: Oxford University Press.

Brunsson, N., & Sahlin-Andersson, K. (2000). Construction organizations: The example of public sector reform. Organization Studies, 21(4), 721-746.

Campbell, J. L. (2004). Institutional change and globalization. Princeton: Princeton University Press.

Coombs, W. T. (2011). Ongoing Crisis Communication: Planning, Managing, and Responding (3rd ed.). Thousand Oaks: SAGE.

Czarniawska, B. (2005). Translation is a vehicle, imitation its motor, and fashion sits at the wheel. In B. Czarniawska & G. Sevón (Eds.), Global Ideas: How Ideas, Objects and Practices Travel in the Global Economy. Malmö: Libris.

Czarniawska, B. (2014). The codification of everything. In J. Pallas, S. Jonsson & L. Strannegård (Eds.), Organizations and the media: Organizing in a mediatized world (pp. 132-144). London: Routledge.

Czarniawska, B., & Joerges, B. (1996). Travels of ideas. In B. Czarniawska & G. Sevón (Eds.), Translating organizational change (pp. 13-48). Berlin: Walter de Gruyter.

Deverell, E. (2010). Flexibility and rigidity in crisis management and learning at Swedish public organizations. Public Management Review, Vol. 12(5), 679-700.

DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisted: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(April), 147-160.

Djelic, M.-L. (1998). Exporting the American model: The Post-war transformation of European business. Oxford: Oxford University Press.

Djelic, M.-L., & Sahlin-Andersson, K. (2006). Transnational governance: Institutional dynamics of regulation. Cambridge: Cambridge University Press.

Edwards, L. (2012). Defining the ‘object’ of public relations research: A new starting point. Public Relations Inquiry, 1(1), 7-30.

Engwall, L. (2009). Mercury meets Minerva: Business studies and higher education: The Swedish case (2., extended ed.). Stockholm: Economic Research Institute, Stockholm School of Economics (EFI).

Eriksson, M. (2012). On-line strategic crisis communication: In search of a descriptive model approach. International Journal of Strategic Communication, 6(4), 309-327.

Eriksson, M. (2014). Is improvisation a strategy? Strategic crisis communication in a digital age. In D. Holtzhausen & A. Zerfass (Eds.), Handbook of Strategic Communication. London: Routledge.

Falkheimer, J., & Heide, M. (2010). Crisis communication in change: From plans to improvisations. In W. T. Coombs & S. J. Holladay (Eds.), The Handbook of crisis communication. Chichester: Wiley-Blackwell.

Finch, M. R., & Welker, L. S. (2004). Informed organizational improvisation: A metaphor and method for understanding, anticipating, and performatively constructing the organization's precrisis environment. In D. P. Millar & R. L. Heath (Eds.), Responding to crisis: A rhetorical approach to crisis communication (pp. 189-200). Mahwah, NJ: Lawrence Erlbaum.

Fink, S. (1986). Crisis management: Planning for the inevitable. NY, New York: iUniverse Inc.

Forssell, A., & Jansson, D. (1996). The Logic of organizational transformation: On the conversion of non-business organizations. In B. Czarniawska & G. Sevón (Eds.), Translating organizational change (pp. 93-115). Berlin: Walter de Gruyter & Co.

Frandsen, F., & Johansen, W. (2009). Institutionalizing crisis communication in the public sector: An explorative study in Danish municipalities. International Journal of Strategic Communication, 3(2), 102-115.

Fredriksson, M. (2011). Samarbeten i pandemins spår. En utvärdering av kommunikationen mellan enheter och avdelningar inom Västra Götalandsregionen i samband med pandemin 2009/2010. Göteborg: Institutionen för journalistik, medier och kommunikation.

Fredriksson, M. (2014). Crisis communication as institutional maintenance. Public Relations Inquiry, 3.

Fredriksson, M., & Pallas, J. (2014). Strategic communication as institutional work. In D. Holtzhausen & A. Zerfass (Eds.), Handbook of Strategic Communication. London: Routledge.

Fredriksson, M., Pallas, J., & Wehmeier, S. (2013). Institutional perspectives on public relations. Public Relations Inquiry, 2(3), 183-203.

Ghersetti, M., & Odén, T. A. (2010). Pandemin som kom av sig. Om svininfluensan i medier och opinion. In K. Asp & L. Weibull (Eds.), Göteborgsstudier i journalistik, medier och kommunikation. Göteborg: Institutionen för journalistik, medier och kommunikation.

Gilpin, D. R., & Murphy, P. J. (2008). Crisis management in a complex world. Oxford: Oxford University Press.

Gilpin, D. R., & Murphy, P. J. (2010). Complexity and crises: A new paradigm. In W. T. Coombs & S. J. Holladay (Eds.), The handbook of crisis communication. Chichester: Wiley-Blackwell.

Hedmo, T., Sahlin-Andersson, K., & Wedlin, L. (2005). Field of imitation: The global expansion of management education. In B. Czarniawska & G. Sevón (Eds.), Global ideas: How ideas, objects and practices travel in the global economy (pp. 190-212). Malmö: Libris.

Hoffman, A. J. (1999). Institutional evolution and change: Environmentalism and the U.S. chemical industry. Academy of Management Journal, 42(4), 351.

Ihlen, Ø., Ruler, B. v., & Fredriksson, M. (2009). Public relations and social theory key figures and concepts. London: Routledge.

Ihlen, Ø., & Verhoeven, P. (2012). A public relations identity for the 2010s. Public Relations Inquiry, 1(2), 159-176.

Jonsson, S. (2002). Making and breaking norms. Competitive imitation patterns in the Swedish mutual fund industry. (Doctoral Thesis), Stockholm School of Economics, Stockholm.

Jonsson, S., Greve, H. R., & Fujiwara-Greve, T. (2009). Lost without deserving: The spread of legitimacy loss in response to reported corporate deviance. Administrative Science Quarterly, 59(2), 195-228.

Lagadec, P. (2009). A new cosmology of risks and crises: Time for a radical shift in paradigm and practice. Review of Policy Research, 26(4), 473-486.

Lawrence, T. B., Suddaby, R., & Leca, B. (Eds.). (2009). Institutional work. Actors and agency in institutional studies of organizations. Cambridge: Cambridge University Press

Levi-Faur, D. (2005). The global diffusion of regulatory capitalism. Annals of the American Academy of Political and Social Science, 598, 12-32.

Marcus, A. A., & Goodman, R. S. (1991). Victims and shareholders: The dilemmas of presenting corporate policy during a crisis. The Academy of Management Journal, 34(2), 281-305.

Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340-363.

Nikolaev, A. G. (2010). Basic elements of crisis management plans. In W. T. Coombs & S. J. Holladay (Eds.), The handbook of crisis communication. Chichester: Wiley-Blackwell.

Oliver, C. (1991). Strategic responses to institutional processes. The Academy of Management Review, 16(1), 145-179.

Olsson, E.-K. (2011). Landstingens insatser i samband med vaccinationskampanjen 2009 – en fallstudie av Halland, Jönköping, Västmanland, Västerbotten och Västra Götalands landsting. Stockholm: Socialstyrelsen [The National Board of Health and Welfare].

Pang, A., Jin, Y., & Cameron, G. T. (2010). Contingency theory of strategic conflict management: Directions for the practice of crisis communication from a decade of theory development, discovery, and dialogue. In W. T. Coombs & S. J. Holladay (Eds.), The handbook of crisis communication. Chichester: Wiley & Blackwell.

Patel, A., & Reinsch, L. (2003). Companies can apologize: Corporate apologies and legal liability. Business Communication Quarterly, 66(1), 9-25.

Powell, W. W., White, D. R., Koput, K. W., & Owen-Smith, J. ( 2005). Network dynamics and field evolution: The growth of inter-organizational collaboration in the life sciences. American Journal of Sociology, 110(4).

Power, M. (1997). Audit society: Rituals of verification. Oxford: Oxford University Press.

Power, M. (2007). Organized uncertainty: Designing a world of risk management. Oxford: Oxford University Press.

Reddy, M. J. (1979). The conduit metaphor. In A. Ortony (Ed.), Metaphor and thought. Cambridge: Cambridge University Press.

Roux-Dufort, C., & Vidaillet, B. (2003). The difficulties of improvising in a crisis situation - A case study. International Studies of Management and Organization, 33(1), 86-115.

Sahlin-Andersson, K. (1996). Imitating by editing success: The construction of organizational Fields. In B. Czarniawska & G. Sevón (Eds.), Translating organizational change (pp. 69-92). Berlin: Walter de Gruyter & Co.

Sahlin-Andersson, K. (1998). The Social Contruction of Projects. A Case Study of Organizing

of an Extraordinary Building Project – the Stockholm Globe Arena. In N. Brunsson & J. P. Olsen (Eds.), Organizing Organizations. Oslo: Fagbokforlaget.

Sahlin-Andersson, K., & Engwall, L. (2002). Carriers, flows, and soruces of management knowledge. In K. Sahlin-Andersson & L. Engwall (Eds.), The expansion of management knowledge. Carriers, flows, and sources. Stanford, CA: Stanford University Press.

Scott, W. R. (2003). Institutional carriers: Reviewing modes of transporting ideas over time and space and considering their consequences. Industrial and Corporate Change, 12(4), 879-894.

Scott, W. R. (2008). Institutions and organisations. Ideas and interests Thousand Oaks, CA: SAGE.

Sevón, G., & Czarniawska, B. (1996). Translating organizational change. Berlin: de Gruyter.

Smittskyddslag [Infectious Diseases Act] (2004)

Suchman, M. C. (1995). Managing Legitimacy: Strategic and Institutional Approaches. Academy of Management Review, 20(3), 571-610.

Tyler, L. (1997). Liability Means Never being able to say you're sorry. Management Communication Quarterly, 11(1), 51-73.

Ulmer, R. R. (2001). Effective crisis management through established stakeholder relationships. Management Communication Quarterly, 14(4), 590-615.

Ulmer, R. R., Seeger, M. W., & Sellnow, T. L. (2007). Post-crisis communication and renewal: Expanding the parameters of post-crisis discourse. Public Relations Review, 33(2), 130-134.

Westney, D. E. (1987). Imitation and innovation: The transfer of western organizational patterns to Meiji Japan. London: Harvard University Press.

Descargas

Publicado

2014-10-28

Cómo citar

Fredriksson, M., Olsson, E.-K., & Pallas, J. (2014). Creativity caged in translation: a neo-institutional perspective on crisis communication/Creatividad enjaulado en la traducción: una perspectiva neo-institucional sobre comunicación de crisis. Revista Internacional De Relaciones Públicas, 4(8), 65–84. https://doi.org/10.5783/revrrpp.v4i8.280

Número

Sección

MONOGRÁFICO: RELACIONES PÚBLICAS EN EUROPA