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Full-Text Articles in Business
Mocked And Shamed: Satirical News And Its Effects On Organizational Reputation, Lisbeth Lim, Juliana Chia, Augustine Pang
Mocked And Shamed: Satirical News And Its Effects On Organizational Reputation, Lisbeth Lim, Juliana Chia, Augustine Pang
Research Collection Lee Kong Chian School Of Business
With fake news the rage (Tavernise, 2016), this study examines one form of fake news, satire news (Reilly, 2010). This study examines factors that lead satire news to be created, how they are used to criticize organizations and the impact on reputations. News on five satire news sites – The Onion (US), New Nation (Singapore), The Shovel (Australia), NewsThump (UK), and Der Postillon (Germany) – were analyzed using social media monitoring tools. Findings suggested that crises or paracrises (Coombs & Holladay, 2012) were likely to be exacerbated. While its effects are not immediate, satire news may have impact on organizations’ …
Rejoinder To “Confronting The Crisis Of Confidence In Management Studies: Why Senior Scholars Need To Stop Setting A Bad Example” From The Asian Perspective, Toru Yoshikawa
Research Collection Lee Kong Chian School Of Business
Critical issues that Bill Harley discusses such as the lack of value in management research output can possibly be amplified by the diffusion of the same research practices, goals, and norms around the world and in Asia. Although the issues raised by Bill Harley touch on three levels - university, business school, and the management field - this rejoinder focus on research at Asian business schools in general and also specifically research in the management field to share an Asian perspective.
When Silence Is Golden: The Use Of Strategic Silence In Crisis Management, Phuong D. Le, Hui Xun Teo, Augustine Pang, Yuling Li, Cai-Qin Goh
When Silence Is Golden: The Use Of Strategic Silence In Crisis Management, Phuong D. Le, Hui Xun Teo, Augustine Pang, Yuling Li, Cai-Qin Goh
Research Collection Lee Kong Chian School Of Business
Purpose: Scholars have discouraged using silence in crises as it magnifies the information vacuum (see Pang, 2013). The purpose of this paper is to argue for its viability and explore the type of silence that can be used. Design/methodology/approach: Eight international cases were analyzed to examine how silence was adopted, sustained and broken. Findings: The findings uncovered three intention-based typologies of strategic silence: delaying, avoiding and hiding silences. Among such, avoiding/hiding silence intensified crises and adversely affected post-silence organizational image when forcefully broken, while delaying silence helped preserve/restore image with primary stakeholders if successfully sustained and broken as planned. Research …