|کد مقاله||کد نشریه||سال انتشار||مقاله انگلیسی||ترجمه فارسی||نسخه تمام متن|
|4761800||1362151||2017||3 صفحه PDF||ندارد||دانلود رایگان|
â¢An up-to-date case study in illustrating a corporationâs response to an externally induced corporate crisis on both traditional and social media.â¢A detail examination on how IKEA mediated communication via traditional media and Facebook to interact with stakeholders, and in turn turned a crisis into an opportunity.â¢An empirically study of 180 crisis related media reports and nearly 300 public responses on Facebook in connection to the Lufsig case.â¢The empirical data is cross examined by qualitative interview with the Communication Specialist in Group Corporate Communications of IKEA.â¢Inform corporate communicators and researchers about the blended utilization of traditional and social media in a sophisticated crisis situation.
In 2013â2014, the IKEA cuddle toy Lufsig was connoted as a symbol of the Chief Executive (CE) of Hong Kong, prompting stakeholders to make negative associations with the corporation. Our study examines how IKEA mediated communication on traditional media and social media to turn this crisis into an opportunity. This study informs corporate communicators and researchers about the integrated utilization of crisis response strategies in a sophisticated crisis situation.
Journal: Public Relations Review - Volume 43, Issue 1, March 2017, Pages 246-248