Inter‐organisational post‐crisis communication

Abstract

Purpose This paper aims to analyse the post‐crisis communication response of the UK oil industry both from a management and employee perspective following two major helicopter incidents in 2009. The purpose of this paper is to develop further understanding of the merits of a cross‐industry post‐crisis communication strategy for certain crisis types. Design/methodology/approach This research is a single case study focusing on the Helicopter Task Group (HTG). Thirteen members of the HTG were interviewed and 250 questionnaires distributed to the workforce. Results were analysed against a literature review of current post‐crisis communication theory. Findings The study demonstrates that where a crisis is deemed to genuinely cross company boundaries, an inter‐organisational approach to post‐crisis communications is of mutual benefit to all stakeholders, providing certain conditions for dialogue are met. Research limitations/implications This paper only focuses on one crisis event. Further research is required with other inter‐organisational groups formed to lead a cross‐industry response to a crisis. Practical implications This case study provides a model for cross‐industry pre‐crisis planning and post‐crisis renewal strategy where the aim is not to attribute blame, but to respond to a wider community of concerns and issues that are deemed to cross company and institutional boundaries. Originality/value The research demonstrates that the process of rebuilding stakeholder relationships and renewal is possible prior to any formal attribution of blame or apology.

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