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Corporate communication crisis leadership : advocacy and ethics / Ronald C. Arnett, Sarah M. DeIuliis, and Matthew Corr.

By: Contributor(s): Material type: TextTextSeries: Publication details: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, (c)2017.Edition: First editionDescription: 1 online resource (xiii, 202 pages) : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781631575020
Subject(s): Genre/Form: LOC classification:
  • HD49 .C677 2017
Online resources: Available additional physical forms:
Contents:
1. Issue clarity -- 2. Issue and stakeholder influence -- 3. Communication ethics in action: British Petroleum and issue thoughtlessness -- Part II. Argument attentiveness -- 4. Argument clarity -- 5. Argument and stakeholder influence -- 6. Communication ethics in action: British Petroleum and argument thoughtlessness -- Part III. Conflict attentiveness -- 7. Conflict clarity -- 8. Conflict and stakeholder influence -- 9. Communication ethics in action: British Petroleum and conflict thoughtlessness -- Part IV. Crisis attentiveness -- 10. Crisis in review: the 2010 Deepwater Horizon disaster -- Bibliography -- Index.
Abstract: Addresses the interplay of strategic moments of corporate communication clarity and/or its lack. This work differentiates issue, argument, conflict, and crisis while explicating their related interaction in organizational success or failure. Strategic communication responsiveness attends to a breadth of stakeholder concerns, interests, and demands, recognizing the communication ethics implications of such action. We explicate the performative consequences as British Petroleum in 2010 in the oil spill off the southern coast of the United States repeatedly failed to attend to information that could overt the Deepwater Horizon crisis. The organic connections between and among issue, argument, conflict, and crisis announce the existence or absence of communication ethics in action, which, this work contends, is essential for long-term leadership within a given industry.
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Item type Current library Collection Call number URL Status Date due Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library Non-fiction HD49.3 (Browse shelf(Opens below)) Link to resource Available 11441396

Part I. Issue attentiveness -- 1. Issue clarity -- 2. Issue and stakeholder influence -- 3. Communication ethics in action: British Petroleum and issue thoughtlessness -- Part II. Argument attentiveness -- 4. Argument clarity -- 5. Argument and stakeholder influence -- 6. Communication ethics in action: British Petroleum and argument thoughtlessness -- Part III. Conflict attentiveness -- 7. Conflict clarity -- 8. Conflict and stakeholder influence -- 9. Communication ethics in action: British Petroleum and conflict thoughtlessness -- Part IV. Crisis attentiveness -- 10. Crisis in review: the 2010 Deepwater Horizon disaster -- Bibliography -- Index.

Addresses the interplay of strategic moments of corporate communication clarity and/or its lack. This work differentiates issue, argument, conflict, and crisis while explicating their related interaction in organizational success or failure. Strategic communication responsiveness attends to a breadth of stakeholder concerns, interests, and demands, recognizing the communication ethics implications of such action. We explicate the performative consequences as British Petroleum in 2010 in the oil spill off the southern coast of the United States repeatedly failed to attend to information that could overt the Deepwater Horizon crisis. The organic connections between and among issue, argument, conflict, and crisis announce the existence or absence of communication ethics in action, which, this work contends, is essential for long-term leadership within a given industry.

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