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Better safe than sorry: Why organizations in crisis should never hesitate to steal thunder

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  • Claeys, An-Sofie

Abstract

When organizations are confronted with a crisis, they sometimes have the opportunity to decide whether or not to disclose that information. Organizations may hesitate to reveal such negative events out of fear of drawing unnecessary attention to the crisis, legal liability, or other related problems. The aim of this article is to discuss the pros and cons of self-disclosure and to offer tools to public relations practitioners that will help convince management of the advantages of self-disclosure in a time of crisis—what has been labeled stealing thunder. Research repeatedly has illustrated several valuable ways in which the self-disclosure of crises can benefit organizations in trouble, the most important of which is that it allows organizations to behave in an ethical manner. The article also lists and refutes several arguments often given in favor of crisis concealment and aims to clarify why organizations should never hesitate when they have the opportunity to self-disclose a crisis.

Suggested Citation

  • Claeys, An-Sofie, 2017. "Better safe than sorry: Why organizations in crisis should never hesitate to steal thunder," Business Horizons, Elsevier, vol. 60(3), pages 305-311.
    • Handle: RePEc:eee:bushor:v:60:y:2017:i:3:p:305-311
    DOI: 10.1016/j.bushor.2017.01.003
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    References listed on IDEAS

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    1. Coombs, W. Timothy, 2015. "The value of communication during a crisis: Insights from strategic communication research," Business Horizons, Elsevier, vol. 58(2), pages 141-148.
    2. Easley, Richard W. & Bearden, William O. & Teel, Jesse E., 1995. "Testing predictions derived from inoculation theory and the effectiveness of self-disclosure communications strategies," Journal of Business Research, Elsevier, vol. 34(2), pages 93-105, October.
    3. Grégoire, Yany & Salle, Audrey & Tripp, Thomas M., 2015. "Managing social media crises with your customers: The good, the bad, and the ugly," Business Horizons, Elsevier, vol. 58(2), pages 173-182.
    4. Gruber, Daniel A. & Smerek, Ryan E. & Thomas-Hunt, Melissa C. & James, Erika H., 2015. "The real-time power of Twitter: Crisis management and leadership in an age of social media," Business Horizons, Elsevier, vol. 58(2), pages 163-172.
    5. Bob Fennis & Wolfgang Stroebe, 2014. "Softening the Blow: Company Self-Disclosure of Negative Information Lessens Damaging Effects on Consumer Judgment and Decision Making," Journal of Business Ethics, Springer, vol. 120(1), pages 109-120, March.
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    Cited by:

    1. Lee, Sang Yeal, 2020. "Stealing thunder as a crisis communication strategy in the digital age," Business Horizons, Elsevier, vol. 63(6), pages 801-810.
    2. Ohlrogge, Fynn & Hardies, Kris & Claeys, An-Sofie, 2024. "Investor reactions to apologies for financial misconduct," Accounting, Organizations and Society, Elsevier, vol. 112(C).
    3. Fedorenko, Ivan & Berthon, Pierre & Edelman, Linda, 2023. "Top secret: Integrating 20 years of research on secrecy," Technovation, Elsevier, vol. 123(C).
    4. Scheiwiller, Stephanie & Zizka, Laura, 2021. "Strategic responses by European airlines to the Covid-19 pandemic: A soft landing or a turbulent ride?," Journal of Air Transport Management, Elsevier, vol. 95(C).

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