ABSTRACT

This study explored how and why a halo effect occurred during a food-related crisis in South Korea. The research questions were framed using situational crisis communication theory. A qualitative research method involving 16 in-depth interviews revealed that the good performance history of the company involved in the crisis caused people to attribute less responsibility to the organization, as they doubted the alleged cause of the crisis and interpreted the crisis as a one-time mistake. A good performance history reduced threats to the organization because people felt a personal bond with, and trust in, the organization, partly due to its long history of operations and relatively large size.

摘要

这项研究探讨了在韩国与食品相关的危机期间如何以及为什么发生光环效应。研究问题是使用情境危机沟通理论来界定的。一种定性研究方法，涉及16次深入访谈，结果表明，参与危机的公司的良好绩效历史使人们对组织的责任减少，因为他们怀疑所谓的危机原因，并将危机解释为：时间错误。良好的绩效历史减少了对组织的威胁，因为人们感到与组织的个人纽带和信任，部分原因是其悠久的运营历史和相对较大的规模。