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題名：危機溝通效果影響因素相對重要性之研究： 危機管理人員　vs　媒體觀點
作者：劉千祥
作者(外文)：LIU, CHIENG-SHANG
校院名稱：大葉大學
系所名稱：管理學院博士班
指導教授：姚惠忠
學位類別：博士
出版日期：2017
主題關鍵詞：危機傳播；危機類型；回應內容；回應形式；媒體選擇；發言層級；Crisis communication；Crisis type；Response content；Response form；Media selection；Spokesperson level
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本研究以臺灣500大企業公關人員及媒體記者為調查對象，藉由層級分析法(AHP)探討三種危機類型下，「回應內容」、「回應形式」、「媒體選擇」、「發言層級」等因素對危機溝通效果的重要性排序，透過比較各因素的權重差異，探討可能存在危機管理人員與媒體記者之間的認知落差。
研究主要發現包括：(1)對整體溝通效果而言，所有危機類型中，危機管理人員與媒體記者均認為危機回應內容比回應形式、媒體選擇、發言層級都要來的重要；但各因素之重要性排序，都因危機類型而有不同。(2)就回應內容而言，在所有危機類型中，危機管理人員均偏愛合理化策略；媒體記者在受害者型及意外型危機中，也以合理化為優先考量，但可預防型危機中，則以讓步策略排序在前。(3)回應形式各因子比較結果，在各類型危機中，危機管理人員及媒體記者均無一致看法。(4)媒體選擇各因子比較部分，危機管理人員及媒體記者均認為，「電視」媒體是最重要的傳播管道。(5)發言層級各因子比較結果，危機管理人員及媒體記者均認為，「CEO」是最重要的發言人。(6)危機類型對整體危機溝通效果及回應形式有明顯干擾效果。
針對危機管理人員及媒體記者之部分看法差異，本研究再訪問相關人員，發現差異可能緣於二者面對危機事件時考量基準有別，因為危機管理人員以組織形象或利益為優先考量，而媒體記者則考慮社會責任或公眾知的權利，致使二者在策略運用，有不同選擇。因此，企業危機管理人員處理危機事件時，應該嘗試跳脫原有認知框架，由第三方角度思考，尋求最佳之回應方式。
此外，危機管理人員及媒體記者均認為，歸屬社交媒體之「臉書」因觸及率不足及可能被視為垃圾資訊之故，基於傳播效能考量，所以「臉書」並非危機溝通信息傳播之首選。
最後，本研究之貢獻如下：
第一，援引消費者理論有關產品多屬性重要性排序之概念，將新的研究工具運用於危機傳播領域，豐富危機傳播研究取徑。
其次，本研究對權變理論的貢獻在於整合探討危機類型、危機傳播策略組合、以及組織聲譽之關聯性，並進而與既有文獻對話，比較不同研究對象間的看法差異，也有豐富既有危機傳播理論之作用。
再者，本研究從危機管理人員應然面視角出發，探索危機管理專業人員在危機溝通過程中重視那些因素與因子，並與管理人員實際經驗做比較，發現並討論若干應然與實然面之差距，有助於危機傳播理論之發展。
第四，本研究整合危機傳播策略各因素，探討危機管理人員及媒體記者認為在各種類型危機事件中，組織應該採用的最佳傳播策略，並與現有理論相互驗證、討論，不僅填補既有理論之研究不足，亦能增補危機傳播理論之內涵。
This study focused on public relations practitioners from Taiwan’s top 500 companies and media reports. The analytic hierarchy process (AHP) was used to determine, based on three types of crises, the importance ranking of the effects of the following factors on crisis communication: response content, response form, media selection, and spokesperson level. Comparisons of the weighted differences of these factors were used to investigate a possible perception gap between crisis managers and media reports.
The primary findings of this study included: (1) In terms of overall communication effect, for all crisis types, both crisis managers and media reports believed that crisis response content was more crucial than response form, media selection, or spokesperson level. However, the importance rankings for each factor differed depending on the crisis type. (2) Regarding response content, crisis managers favored justification strategy for all crisis types. Media reports prioritized justification as well in victim and accidental crises; in preventable crises, however, they prioritized concession strategy. (3) Concerning response form, a comparison of each factor indicated inconsistent views between crisis managers and media reports for each crisis type. (4) In media selection, a comparison of each factor indicated that both crisis managers and media reports believed that television media was the most crucial communication channel. (5) Regarding spokesperson level, a comparison of each factor indicated that both crisis managers and media reports believed that CEO was the most crucial spokespersons. (6) Crisis types have moderating effect on overall crisis communication effect and response form.
To investigate the differences between the views of crisis managers and media reports, this study interviewed related personnel and found that these disparities may have been due to differences in the two parties’ standards for consideration when encountering crises. Crisis managers prioritized organizational image or interests, whereas media reports considered social responsibility or the public’s right to know. This resulted in different options for each party in applying strategies. Therefore, when handling crises, corporate crisis managers should attempt to depart from original cognitive frameworks and consider events from a third-party perspective to determine the most favorable response methods.
Additionally, both crisis managers and media reports stated that based on considerations of communication effectiveness, such as how the reach of Facebook may be insufficient and information might be viewed as spam, Facebook was not the first choice for the dissemination of crisis communication information.
The contributions of this study are as follows:
First, based on the concept of ranking the importance of multiple attributes of products in consumer theory, we applied novel research instruments to the field of crisis communication to supplement research approaches.
Second, an integrative investigation of the associations between crisis type, crisis communication strategy combination, and organizational reputation contributed to contingency theory. This study further engaged in a dialogue with the literature, comparing the views of different study participants. This supplements existing crisis communication theory.
Third, from the perspective of what crisis managers ought to do, this study examined the elements and factors that crisis managers emphasized during crisis communication and compared these to the practical experiences of managers. Disparities between several instances of what ought to be done, and what was done, were found and discussed. This likewise contributes to the development of crisis communication theory.
Fourth and finally, this study integrated various factors of crisis communication strategies to investigate the most favorable communication strategies that crisis managers and media reports believed organizations should implement in various types of crises. The results were mutually confirmed and discussed according to existing theory, and not only fills research gaps but also adds depth to crisis communication theory.
中文部分
吳宜蓁(2015)。《危機傳播：公共關係與語藝觀點的理論與實證(2版) 》。臺北：五南圖書出版(股)公司。new window
姚惠忠(2016)。《公共關係學：原理與實務 (2版) 》。臺北：五南圖書出版(股)公司。
張紹勳(2012)。《模糊多準則評估法及統計》。臺北：五南圖書出版(股)公司。
陳耀茂(2011)。《決策方法與應用》。臺北：鼎茂圖書出版(股)公司。
黃懿慧(2016)。〈危機溝通策略與危機回應形式：危機類型為權變因素之效果研究〉。《傳播與社會學刊》，第38期，頁135-164。new window
詹中原(2006)。《危機管理—理論架構》。臺北：聯經出版(股)公司。

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網路資料
資料優格(DataYogurt)，資策會2016 Q2台灣民眾媒體接觸與使用行為，登載日期：2016年8月16日，綱址http://datayogurt.tw/public/yogurtup/explore/72e2dcff175461e0eaea508c80b83ede.pdf
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https://zh.scribd.com/document/318372781/InsightXplore
r-Biweekly-Report-20160715#fullscreen&from_embed
創市際雙週刊，社群服務調查與使用概況，公佈日期：2016年7月15日，網址：
https://zh.scribd.com/document/318372781/InsightXplorer-Biweekly-Report-20160715#fullscreen&from_embed

 
 
 
 
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