ABSTRACT

This paper seeks to reframe crises as moments of organizational opportunity instead of moments of organizational threat. The predominant crisis communication approach involves defensive posturing, image restoration and corporate apologia strategies to protect and defend organizations in crisis. Some organizations, however, engage in crisis discourse that focuses on evolution and growth instead of issues like blame and liability. This paper employs Robert Ulmer, Timothy Sellnow and Matthew Seeger’s discourse of renewal to examine Starbucks’ crisis response to the April 12, 2018, arrests of two black men waiting for a friend in one of the coffee chain’s Philadelphia locations. While Starbucks has not characterized it as such, the organization demonstrated a renewing response. Through the Starbucks case, this paper illustrates how crises challenge organizational practices and offer platforms for organizational rebirth, development and long-term survival. Through Kantian ethics, this paper suggests duty-driven responsibilities for enacting renewal discourse and practical implications.

摘要

本文试图将危机重新组织为组织机会的时刻，而不是组织威胁的时刻。主要的危机沟通方法包括防御姿态，形象恢复和公司的辩护策略，以保护和捍卫处于危机中的组织。但是，一些组织从事危机讨论，而讨论的重点是发展和增长，而不是责任和责任等问题。本文采用罗伯特·乌尔默（Robert Ulmer），蒂莫西·塞诺（Timothy Sellnow）和马修·塞格（Matthew Seeger）的续约话语来研究星巴克对2018年4月12日的危机应对，两名黑人在咖啡连锁店的一个费城地点等一个朋友时被捕。尽管星巴克并未如此形容，但该组织表现出了新的反应。通过星巴克案，本文说明了危机如何挑战组织实践，并为组织重生，发展和长期生存提供平台。通过康德伦理学，本文提出了制定更新性话语的责任驱动型责任和实践意义。