We will discuss the crisis that different airlines go through and how they affect that particular airline. Different crisis-response strategies are used such as suffering, mortification and ingratiation. These strategies are influenced by the type of crisis experienced. Different researchers have discussed the implications of the results.
The events of September 11, 2001, resulted in a crisis for the airline industry as a whole, both in the U.S. and worldwide. No other industry was as immediately affected by the devastating events of September 11th as the airline industry. Tens of thousands of airline employees lost their jobs.
U.S. airlines, both voluntarily and by mandate from the federal government, have begun to address the technical aspects of this crisis by adopting more stringent security measures.
To analyse the communication efforts of the U.S. airline industry, materials were collected from several airlines, including direct mailing, e-mail documents, news releases, in-flight magazine articles, and television advertisements.
Theoretical perspectives are crucial to analyse communication efforts.
Two Theoretical Perspectives
1. Organisational image management theory and
2. Crisis communication theory
First, organisational image management theory says that organisations must sustain an effective image among their stakeholders in order to maximise their chances for success. Organisational image management is a dialogic process in which organisations and stakeholders communicate with one another to co-create the image of the organisation.
An organisation’s image is the "shared meanings, attitudes, knowledge, and opinions” of organisational stakeholders, influenced, at least in part, by strategic communications emanating from the organisation.
Image management of an organisation involves 3 stages- creative, maintaining and effective organisational image.
If the image of one organisation is harmed, then it affects the image of the entire industry as a whole.
Another perspective talks about the crisis communication theory. The research was conducted in the 1980s, and the magnitude of crises is increasing due to various factors. A crisis is a major, unpredictable event that threatens to harm the organisation and its stakeholders.
Due to the increasing frequency of crises, organisations have started preparing for the crisis before they even occur. Many organisations develop a crisis management plan (CMP) which focuses on the aftermath of the crisis.
The crisis management plan is used that includes communication strategies used after the crisis. Coombs argues that the selection of a crisis-response strategy will be dictated by several factors, including the type of crisis, evidence or proof that a crisis has occurred, the amount of damage involved, and the performance of the organisation(s) in the past.
Four Categories of Crisis-Management
1. Faux Pas- This occurs when unintentional actions of an organisation are redefined by an external agent as a crisis.
2. Accidents
3. Transgressions- When an organisation intentionally acts in a way that places stakeholders at risk.
4. Terrorism
The September 11, 2001 crisis is a typical case of terrorism with full and obvious proof that a crisis had occurred, resulting in major damage that involved organisations
And, these days different organisations have to go through various crises of which they are not even aware. Therefore, this is the time when PR enters and tries to handle the crisis effectively.
Several methods are used like collecting materials from these organisations’ websites, contacting the airlines directly, and requesting text and audiovisual materials.
Many airlines have gone through various aviation incidents recently. Air India urination case on a flight from New York to Delhi, Indigo airline denied boarding to the specially-abled child on a flight, Air India was accused after a woman found a stone in a meal on a flight. Go First Airways flight took off from Bengaluru leaving more than 50 passengers behind in the bus. Many such incidents take place which has an effect on the airline’s image and this has an obvious effect on the flyer's choice of airlines in future.
We can conclude this article by saying that organisational image management theory also requires expansion. Usually, organisations restore their image in the wake of a crisis. Future research should focus more on organisational crises as they are occurring in a global marketplace.
Written by: Prabhveet Kaur
Edited by: Nidhi Jha
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