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題名：議題回應與危機訊號：鬍鬚張漲價媒體議題分析
書刊名：管理學報
作者：汪睿祥 引用關係／姚惠忠 引用關係
作者(外文)：Wang, Rui-xiang／Yao, Hui-chung
出版日期：2018
卷期：35:2
頁次：頁137-157
主題關鍵詞：議題管理；議題回應策略；危機訊號；危機溝通；鬍鬚張漲價；Issue management；Issue response strategy；Crisis signals；Crisis communication；Formosa Chang raised price
原始連結：連回原系統網址new window
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  • 被引用次數被引用次數:期刊(1) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:1
  • 共同引用共同引用:7
  • 點閱點閱:24
本研究分析媒體報導公司決策發展成公司危機的進程。台北庶民小吃名店鬍鬚張滷肉飯2012年調漲價格，媒體負面報導發展成公司危機，2014年調價三次都平安無事。本研究分析四次調價的媒體報導文本，分析同一組織相同決策發展不同的原因。本研究發現2012年危機的原因有五：一、組織身分認知落差。二、抗拒策略缺乏實證。三、忽略議題發動者的正當性。四、文化符號的殺傷力。五、忽略社會氛圍的影響。本研究也發現媒體議題發展成組織危機的九大訊號：媒體報導公司決策、出現負面報導、共同定義、議題正當性、使用文化符號、共同立場、偏極化措詞、名人評論、政府表達立場，訊號越多議題越容易演變成危機。本研究發現有助於議題、危機管理理論發展，也對管理實務有啟示。
This research analyzed the course of news coverage of corporate polices that cause the corporate crisis. Formosa Chang chain restaurant in Taiwan raised prices in 2012, withdrew the policy under the pressure of negative media coverage. In 2014 Formosa Chang raised prices three times, nothing happened. We conduct text analysis of media coverage to find why the same company's same policy caused different consequences. Found five factors caused the 2012 crisis. First, the cognitions of corporate identity are different between Formosa Chang and publics. Second, the defensive strategies of Formosa Chang have not solid supports. Third, Formosa Chang ignored the powerful and legitimate stakeholder. Fourth, Formosa Chang didn’t consider the social climate. We also found nine signals of organizations crisis in media coverage: media cover company policy, negative coverage, common issue definition, issue legitimacy, culture symbol, media take common stance, polarization, celebrity comment, government involved. Theoretical and practical implications have discussed.
期刊論文
1.Crabl, Richard E.、Vibbert, Steven L.(1985)。Vibbert, Managing Issues and Influencing Public Policy。Public Relations Review，11(2)，3-16。  new window
2.Narayanan, V. K.、Zane, L. J.、Kemmerer, B.(2011)。The cognitive perspective in strategy: An integrative review。Journal of Management，37(1)，305-351。  new window
3.Scheufele, Dietram A.(1999)。Framing as A Theory of Media Effects。Journal of Communication，49(1)，101-122。  new window
4.Hallahan, Kirk(1999)。Seven Models of Framing: Implications for Public Relations。Journal of Public Relations Research，11(3)，205-242。  new window
5.Jones, B. L.、Chase, W. H.(1979)。Managing public policy issues。Public Relations Review，5(2)，3-23。  new window
6.姚惠忠(20131200)。情境認知缺口對危機溝通效果之影響。管理學報，30(5)，429-443。new window  延伸查詢new window
7.Rajagopalan, Nandini、Spreitzer, Gretchen M.(1997)。Toward a theory of strategic change: a multi-lens perspective and integrative framework。Academy of Management Review，22(1)，48-79。  new window
8.Wiersema, M. F.、Bantel, K. A.(1993)。Top management team turnover as an adaptation mechanism: The role of the environment。Strategic Management Journal，14(7)，485-504。  new window
9.Ansoff, H. I.(1980)。Strategic issue management。Strategic Management Journal，1(2)，132-148。  new window
10.劉秢錞、劉蕙苓(20140300)。爭議性藝文事件的媒體建構 : 建國百年搖滾音樂劇《夢想家》之個案研究。藝術評論，26，31-69。new window  延伸查詢new window
11.Coombs, W. Timothy、Holladay, J. Sherry(2012)。The paracrisis: the challenges created by publicly managing crisis prevention。Public Relations Review，38(3)，408-415。  new window
12.Brown, S.、Blackmon, K.(2005)。Aligning manufacturing strategy and business level competitive strategy in new competitive environments: The case for strategic resonance。Journal of Management Studies，42(4)，793-815。  new window
13.Bundy, J.、Shropshire, C.、Buchholtz, A. K.(2013)。Strategic cognition and issue salience: Toward an explanation of firm responsiveness to stakeholder concerns。Academy of Management Review，38(3)，352-376。  new window
14.David, P.、Bloom, M.、Hillman, A. J.(2007)。Investor activism, managerial responsiveness, and corporatesocial performance。Strategic Management Journal，28(1)，91-100。  new window
15.Desai, V. M.(2014)。The impact of media information on issue salience following other organizations' failures。Journal of Management，40(3)，893-918。  new window
16.Gary, M. S.、Wood, R. E.(2011)。Mental models, decision rules, and performance heterogeneity。Strategic Management Journal，32(6)，569-594。  new window
17.Hallahan, K.(2001)。The dynamics of issues activation and response: An issues processes model。Journal of public relations research，13(1)，27-59。  new window
18.Haveman, H. A.(1992)。Between a rock and a hard place: Organizational change and performance under conditions of fiindamental environmental transformation。Administrative Science Quarterly，37(1)，48-75。  new window
19.Lang, K.、Lang, G. E.(1993)。Perspectives on communication。Journal of Communication，43(3)，92-99。  new window
20.Van der Meer, T. G. L. A.、Verhoeven, P.(2013)。Public framing organizational crisis situations: Social media versus news media。Public Relations Review，39(3)，229-231。  new window
21.Walgrave, Stefaan、Van Aelst, Peter(2006)。The contingency of the mass media's political agenda setting power: Toward a preliminary theory。Journal of Communication，56(1)，88-109。  new window
22.Wasieleski, D.(2001)。Agenda-building theory: A stakeholder salience approach for determining adenda placement。Journal of Behavioral and Applied Management，2(2)，114-131。  new window
23.Wilson, L. J.(1990)。Corporate issue management: An international view。Public Relations Review，16(1)，40-51。  new window
24.Ashforth, Blake E.、Harrison, Spencer H.、Corley, Kevin G.(2008)。Identification in organizations: An examination of four fundamental questions。Journal of Management，34(3)，325-374。  new window
圖書
1.Heath, R. L.、Palenchar, M. J.(2009)。Strategic Issues Management: Organizations and Public Policy Challenges。Sage。  new window
2.McCombs, Maxwell(2004)。Setting the Agenda: The Mass Media and Public Opinion。Polity Press。  new window
3.Caponigro, Jeffrey R.(2000)。The Crisis Counselor: A Step-By-Step Guide to Managing a Business Crisis。Contemporary Publishing Group。  new window
4.吳宜蓁(1998)。議題管理--企業公關的新興課題。臺北：正中書局。  延伸查詢new window
5.Cobb, Roger W.、Elder, Charles D.(1972)。Participation In American Politics: The Dynamics of Agenda-Building。Boston：Allyn & Bacon。  new window
6.Lerbinger, Otto(1997)。The Crisis Manager: Facing Risk and Responsibility。Mahwah, New Jersey：Lawrence Erlbaum Associates, Inc.。  new window
7.Bazerman, M. H.、Watkins, M. D.(2004)。Predictable surprise: The disasters you should have seen coming and how to prevent them。Boston, MA：Harvard Business School Press。  new window
8.Coombs, W. T.、Holladay, S. J.(2009)。PR strategy and application: Managing influence。NJ：Wiley。  new window
9.Coombs, W. T.(2014)。Applied crisis communication and crisis management: Cases and exercises。Thousand Oaks, CA：Sage。  new window
10.Ulmer, R. R.、Sellnow, T. L.、Seeger, M. W.(2015)。Effective crisis communication: Moving from crisis to opportunity。Thousand Oaks, CA：Sage。  new window
11.Heath, R. L.(1997)。Strategic Issues Management-€”Organizations and Public Policy Challenges。Sage。  new window
圖書論文
1.Grunig, J. E.、Repper, F. C.(1992)。Strategic management, publics, and issues。Excellence in public relations and communication management。Hillsdale, New Jersey：Lawrence Erlbaum Associates。  new window
2.Bowen, S. A.(2010)。Ethical responsibility and guidelines for managing issues of risk and risk communication。Handbook of risk and crisis communication。NY：Routledge。  new window
3.Chase, W. H.、Crane, T.(1996)。Issue management: Dissolving the archaic division between line and staff。Practical public affairs in an era of change。Lanham, MD：University Press of America。  new window
4.McCombs, M.、Reynolds, A.(2009)。How the news shapes our civic agenda。Media effects: Advances in theory and research。New York, NY：Routledge。  new window
5.Lang, Glady Engel、Lang, Kurt(1981)。Watergate: An Exploration of the Agenda-Building Process。Mass Communication Review Yearbook。Sage。  new window
 
 
 
 
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