How can an organization lessen people's anger, blame, and negative behaviors in a crisis?: building the anger management model based on organizational crisis response strategies and news frames

Show simple item record

dc.contributor Gower, Karla K.
dc.contributor Berger, Bruce K.
dc.contributor Zhou, Shuhua
dc.contributor Leeper, James D.
dc.contributor.advisor Bryant, Jennings
dc.contributor.author An, Seonkyoung
dc.date.accessioned 2017-02-28T22:20:30Z
dc.date.available 2017-02-28T22:20:30Z
dc.date.issued 2009
dc.identifier.other u0015_0000001_0000034
dc.identifier.other An_alatus_0004D_10014
dc.identifier.uri https://ir.ua.edu/handle/123456789/541
dc.description Electronic Thesis or Dissertation
dc.description.abstract The main purpose of this study is to examine how to reduce people's anger, blame, and negative behavioral intentions in a crisis. By focusing on levels of responsibility and a morality news frame, this study attempted to (1) examine the effects of the two factors on blame and anger, (2) identify the role of anger mediating blame and negative behavioral intentions, and (3) test the anger management model. The total of 230 college students participated in this experiment. The experimental design was a 2 (individual vs. organizational responsibility) x 2 (immorality vs. non-immorality frame) between-subject factorial design. Each of four groups was exposed to different types of news scenarios regarding a laptop battery recall crisis caused by human-error. The main effects of the two factors on blame and anger indicated that: (1) participants who read a the individual responsibility exhibited higher levels of blame and anger than did participants who read the organizational responsibility, and (2) participants who were exposed to an immorality frame exhibited higher levels of blame and anger than did participants who did not, (3) significant interaction effects between the two on blame were found when participants were exposed to the immorality frame; no matter what a strategy the company uses, participants showed higher levels of blame in both the individual and the organizational responsibility, (4) the more people blamed the company, the angrier people got toward the company, (5) if people were more likely to be mad at the company, they were less likely to purchase the company's products, and (6) more likely to tell other people about the company negatively. Mediation analyses found that anger mediated (7) blame and negative purchase intention, and (8) blame and negative word-of-mouth communication intention. (9) The anger management model was revised. This study gives practitioners practical implications regarding effective crisis response strategies, the importance of media frame, and anger management in a crisis. Despite limitations regarding generalizability, this study contributes knowledge in the field of crisis communication to (1) better understand the people's emotion in a crisis, and (2) develop specific ways of managing their anger.
dc.format.extent 107 p.
dc.format.medium electronic
dc.format.mimetype application/pdf
dc.language English
dc.language.iso en_US
dc.publisher University of Alabama Libraries
dc.relation.ispartof The University of Alabama Electronic Theses and Dissertations
dc.relation.hasversion born digital
dc.rights All rights reserved by the author unless otherwise indicated.
dc.subject.other Mass Communications
dc.subject.other Psychology, Behavioral
dc.title How can an organization lessen people's anger, blame, and negative behaviors in a crisis?: building the anger management model based on organizational crisis response strategies and news frames
dc.type thesis
dc.type text
etdms.degree.department University of Alabama. College of Communication and Information Sciences
etdms.degree.discipline Communication & Information Sciences
etdms.degree.grantor The University of Alabama
etdms.degree.level doctoral
etdms.degree.name Ph.D.


Files in this item

This item appears in the following Collection(s)

Show simple item record

Search DSpace


Browse

My Account