This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Tyler, L. Search for Related Content Social Bookmarking                         What's this?

Liability Means Never being Able to Say You're Sorry

Corporate Guilt, Legal Constraints, and Defensiveness in Corporate Communication

Sinclair Community College

Crisis communication theorists need to develop a more sophisticated understanding of the ways in which concerns about liability constrain corporate executives from apologizing for crises for which the corporation itself bears some responsibility. Equivocation or strategic ambiguity may be an appropriate communication strategy in such situations. The resulting infelicitous apologies, however, may leave stakeholders dissatisfied, and reiterated public demands for an apology may create frustration, humiliation, and anger in corporate executives, who very likely want to apologize to restore their image. By reacting defensively to protect their wornded self-esteem, they may worsen the situation. Because our present legal system discourages apologies, crisis communication theorists need to research how executives can best communicate about crises in which their companies are implicated.

Management Communication Quarterly, Vol. 11, No. 1, 51-73 (1997)
DOI: 10.1177/0893318997111003


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				P. Svensson Embracing Left and Right: Image Repair and Crisis Communication in a Polarized Ideological Milieu Management Communication Quarterly, May 1, 2009; 22(4): 555 - 576. [Abstract] [PDF]

				S. L. Kline, B. Simunich, and H. Weber Understanding the Effects of Nonstraightforward Communication in Organizational Discourse: The Case of Equivocal Messages and Corporate Identity Communication Research, December 1, 2008; 35(6): 770 - 791. [Abstract] [PDF]

				J. E. Hale, R. E. Dulek, and D. P. Hale Crisis Response Communication Challenges: Building Theory From Qualitative Data Journal of Business Communication, April 1, 2005; 42(2): 112 - 134. [Abstract] [PDF]

				W. T. Coombs Impact of Past Crises on Current Crisis Communication: Insights From Situational Crisis Communication Theory Journal of Business Communication, July 1, 2004; 41(3): 265 - 289. [Abstract] [PDF]

				D. C. Perry, M. Taylor, and M. L. Doerfel Internet-Based Communication in Crisis Management Management Communication Quarterly, November 1, 2003; 17(2): 206 - 232. [Abstract] [PDF]

				A. Patel and L. Reinsch Companies Can Apologize: Corporate Apologies and Legal Liability Business Communication Quarterly, January 1, 2003; 66(1): 9 - 25. [Abstract] [PDF]

				W. T. Coombs and S. J. Holladay Helping Crisis Managers Protect Reputational Assets: Initial Tests of the Situational Crisis Communication Theory Management Communication Quarterly, November 1, 2002; 16(2): 165 - 186. [Abstract] [PDF]

				J. S. Horsley and R. T. Barker Toward a Synthesis Model for Crisis Communication in the Public Sector: An Initial Investigation Journal of Business and Technical Communication, October 1, 2002; 16(4): 406 - 440. [Abstract] [PDF]

				C. Mills The Hidden Dimension of Blue-collar Sensemaking about Workplace Communication Journal of Business Communication, July 1, 2002; 39(3): 288 - 313. [Abstract] [PDF]

				T. Clark, C. Gunnarsson, K. Skeldon, and H. Amshoff The Impact of Profitability, Certainty, and Degree of Fine on the Persuasiveness of Environmental Assessment Reports Journal of Business Communication, April 1, 2002; 39(2): 169 - 192. [Abstract] [PDF]

				K. Cowden and T. L. Sellnow Issues Advertising as Crisis Communication: Northwest Airlines' Use of Image Restoration Strategies During the 1998 Pilot's Strike Journal of Business Communication, April 1, 2002; 39(2): 193 - 219. [Abstract] [PDF]

				R. R. Ulmer Effective Crisis Management through Established Stakeholder Relationships: Malden Mills as a Case Study Management Communication Quarterly, May 1, 2001; 14(4): 590 - 615. [Abstract] [PDF]

				J. E. Massey Managing Organizational Legitimacy: Communication Strategies for Organizations in Crisis Journal of Business Communication, April 1, 2001; 38(2): 153 - 182. [Abstract] [PDF]

				N. B. Stutts and R. T. Barker The Use of Narrative Paradigm Theory in Assessing Audience Value Conflict in Image Advertising Management Communication Quarterly, November 1, 1999; 13(2): 209 - 244. [Abstract] [PDF]

				B. Stevens Persuasion, Probity, and Paltering: The Prudential Crisis Journal of Business Communication, October 1, 1999; 36(4): 319 - 334. [Abstract] [PDF]

				S. L. Brinson and W. L. Benoit The Tarnished Star: Restoring Texaco's Damaged Public Image Management Communication Quarterly, May 1, 1999; 12(4): 483 - 510. [Abstract] [PDF]

				T. Clark The Impact of Candid Versus Legally Defensible Language on the Persuasiveness of Environmental Self-Assessments Journal of Business Communication, July 1, 1998; 35(3): 368 - 382. [Abstract] [PDF]