Managing Organizational Impressions In Crisis Situations: EXXon Corporation And The Exxon Valdez Oil Spill
| Author(s) | Tierney, Kathleen J. | |
| Author(s) | Webb, Gary R. | |
| Date Accessioned | 2005-03-19T20:49:08Z | |
| Date Available | 2005-03-19T20:49:08Z | |
| Publication Date | 1995 | |
| Abstract | Like individuals, organizations engage in impression management: occasionally they also must cope with stigma arising from their mistakes. We apply these ideas to public performances made by representatives of the Exxon corporation following the disastrous Exxon Valdeg oil spill, Using a grounded theory approach, we identify four types of "image salvaging" strategies Exxon representatives used in these performances: competence enhancement; information control: personalization; and redefinition of the event. Use of a dramaturgical framework helps explain how organizations achieve and maintain legitimacy in an institutional environment. the same time, institutional theory sheds light on why some performances--namely those of highly Atinstitutionalized actors like corporations--are more effective than others. | en |
| Sponsor | NOAA College Sea Grant Program, U.S. Department of Commerce Grant No. NA16RG0162-01 | |
| Extent | 1845868 bytes | |
| MIME type | application/pdf | |
| URL | http://udspace.udel.edu/handle/19716/643 | |
| Language | en_US | |
| Publisher | Disaster Research Center | en |
| Part of Series | Preliminary Papers;235 | |
| Keywords | Exxon | en |
| Keywords | Valdez Oil Spill | en |
| Keywords | organizational impressions | en |
| Title | Managing Organizational Impressions In Crisis Situations: EXXon Corporation And The Exxon Valdez Oil Spill | en |
| Type | Other | en |