Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

AWB turns crisis into a scandal

AWB turns crisis into a scandal Purpose– The purpose of this paper is to highlight the circumstances in which a crisis-response strategy can compound a crisis. The paper focuses on AWB Ltd, Australia, where the organizational damage of a “cover-up” caused additional damage to the company. Design/methodology/approach– It provides an insight into the application of theories and research on crisis and reputation management and the specific challenges and risks of corporate scandals. Findings– It demonstrates that corporate scandals can easily descend into a secondary or “double crisis” if incorrectly managed, or even mismanaged. Practical implications– Examines the initial failed response strategy and the more appropriate response eventually undertaken by the company. Originality/value– Offers the additional insights of the author, as a former member of the management team at the company. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

AWB turns crisis into a scandal

Download PDF
3 pages

Loading next page...
 
/lp/emerald-publishing/awb-turns-crisis-into-a-scandal-S9vZi0epTJ

References (1)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0967-0734
DOI
10.1108/HRMID-10-2014-0136
Publisher site
See Article on Publisher Site

Abstract

Purpose– The purpose of this paper is to highlight the circumstances in which a crisis-response strategy can compound a crisis. The paper focuses on AWB Ltd, Australia, where the organizational damage of a “cover-up” caused additional damage to the company. Design/methodology/approach– It provides an insight into the application of theories and research on crisis and reputation management and the specific challenges and risks of corporate scandals. Findings– It demonstrates that corporate scandals can easily descend into a secondary or “double crisis” if incorrectly managed, or even mismanaged. Practical implications– Examines the initial failed response strategy and the more appropriate response eventually undertaken by the company. Originality/value– Offers the additional insights of the author, as a former member of the management team at the company.

Journal

Human Resource Management International Digest – Emerald Publishing

Published: Oct 13, 2014

There are no references for this article.