[雙語翻譯]跨國企業(yè)危機管理—全球危機管理的現(xiàn)狀與未來研究方向（原文）

1、Contents lists available at ScienceDirectJournal of International Managementjournal homepage: www.elsevier.com/locate/intmanGlobal Crisis Management – Current Research and Future DirectionsW. Timothy Coombsa,?,1, Daniel

2、Lauferb,1a Department of Communications, Texas A Accepted 13 December 2017? Corresponding author.1 Both authors contributed equally to this article.E-mail addresses: Timothy.Coombs@tamu.edu (W.T. Coombs), dan.laufer@vuw.

3、ac.nz (D. Laufer).Journal of International Management xxx (xxxx) xxx–xxx1075-4253/ © 2017 Elsevier Inc. All rights reserved.Please cite this article as: Coombs, W.T., Journal of International Management (2017), htt

4、ps://doi.org/10.1016/j.intman.2017.12.003become more accustomed to flawed local practices when they rely on local talent (managerial and employees).It is logical that the pre-crisis phase would produce the most research

5、because of its emphasis on risk management. Risk is theprimary building block for crisis management. Most managers begin the crisis management process by assessing their risks and usingthat risk to guide their crisis pla

6、nning. Organizations are familiar with risk management as its own discipline, hence, research relatedto risk in the global context is natural because of the existing managerial concern with risk.2.2. Crisis phaseThe cris

7、is phase represents the response to the crisis, including the multinational's response and the response of its stakeholders.Cleeren et al. (2013) examined fast moving consumer good product harm crises, and found that

8、 category purchases decrease more inthe Netherlands when compared to the UK. In another article examining the reactions of consumers to a crisis, Dutt andPadmanabhan (2011) find that after controlling for changes in per

9、capita GDP, there is a further drop in consumption in developingcountries as a result of a currency crisis. This suggests that managers in developing countries will find a more challenging situationduring a currency cris

10、is in terms of the magnitude of its impact on consumers, and its duration.Ang (2001) in his article describes both consumer and corporate responses to a crisis. He examined how consumers in Singaporewere impacted by diff

11、erent types of crises, and how their reactions differed from consumers in other areas of the world (USA, EasternEurope and the Philippines). He found that crises impact consumers around the world differently, and moderat

12、ing factors such as thenature of the crisis, socio-economic characteristics, trade dependencies, market sophistication and culture play an important role inunderstanding the different responses of consumers around the wo

13、rld.Ang's (2001) article is the only article that also examines how businesses changed their marketing strategies in different countriesas a result of the crises. Similar to the reaction of consumers, businesses from

14、 different countries reacted differently to the crises dueto moderating factors. For example, Ang (2001) found that “Relationship building or guanxi through providing additional servicesrather than price cutting is what

15、businesses in Asia feel more comfortable with as a strategy during an economic crisis. In contrast,among Yugoslavian businesses where galloping stagflation was experienced, pricing was constantly affected”.Though outside

16、 of the 16 ISI journals, Schultz et al. (2012) conducted a comparative analysis of BP's public relations efforts andsubsequent media coverage surrounding the Deepwater Horizon Oil spill. Through a sematic network ana

17、lysis, the researchers wereable to assess BP's ability to set the media agenda and to frame coverage of the crisis as well as explore differences in the Americanand British media coverage of the crisis (Schultz et al

18、., 2012). We have included this study because it is a rare example of comparativecrisis communication research. The conclusion from this literature is that we know very little about how multinationals manage acrisis that

19、 affects multiple countries.3. Articles in the special issueThe articles in this special issue involve data collected from different regions of the world (Asia, Europe and North America), anddifferent methodologies (qual

20、itative and quantitative). Dhanesh and Sriramesh propose a framework which defines culture broadly toinclude political, economic, media, societal and activist cultures. They analyze a crisis faced by Nestle in India usin

21、g the framework.Laufer, Garrett, and Ning examine the effectiveness of using the CEO as a spokesperson during a product harm crisis. Their studieswere conducted in China and South Korea. Finally, Bowen, Freidank, Wannow

22、and Cavallone examine the reaction of consumers inGermany and the USA to Volkswagen's response to the company's emissions crisis (“Dieselgate”).Dhanesh and Sriramesh believe that companies do not adequately recog

23、nize the role of culture during a crisis, and as a result theypay a heavy price both in terms of reputation and the bottom line. The authors believe that Benoit's Image Restoration Theory andCoombs Situational Crisis

24、 Communication Theory, two of the leading theories in Crisis Communication, do not adequately in-corporate culture in their frameworks. Dhanesh and Sriramesh propose a framework which defines culture broadly to include p

25、o-litical, economic, media, societal and activist cultures. Applying this framework to a crisis faced by Nestle in India, they find that themultinational struggled to align itself to the complexities of the cultures of t

26、he host country. For example, Nestle struggled to copewith the rise of media corporatization, activist pressures and the vagaries of regulatory enforcement. The authors believe that crisiscommunication literature and man

27、agerial practice would be greatly enhanced by integrating culture in all its forms. Multinationalsneed to manage relationships during a crisis in countries where political, economic, media, culture and activist systems a

28、re unfamiliarto them. Dhanesh and Sriramesh's framework provides companies with the tools to better assess the complexity of culture during acrisis.Laufer, Garrett, and Ning examine the important issue of whether a c

29、ompany should use its CEO as a spokesperson during aproduct harm crisis. The authors found in studies conducted in South Korea and China that consumer responses to the CEO werecontingent on the consumers' level of po

30、wer distance. When consumers had high levels of power distance they had higher futurepurchase intentions when compared with consumers who had low levels of power distance when the CEO was the spokespersonduring the crisi

31、s. In a study conducted in South Korea the authors also provide insight into the process by which this occurs. They findthat higher levels of power distance generate increased levels of brand trust when the CEO is the sp

32、okesperson, which in turnincreases future purchase intentions. Based on the findings of their study, the authors suggest that the CEO of a multinationalcorporation should be a spokesperson during a crisis in a relatively

33、 high power distance country such as China, whereas this may beless important in a low power distance country such as the USA.In the last article of the special issue, Freidank, Wannow and Cavallone examine the reaction

34、of consumers in Germany and theUSA to Volkswagen's response to the company's emissions crisis. The article addresses an important issue in global crisisW.T. Coombs, D. Laufer Journal of International Management x