Proceedings of the International Association for Business and Society 22:379-390 (2011)
AbstractThis paper develops a two-part model of the crucial roles that episodic memory and perceptual filters play in responses to organizational crisis. We examine thecascading impacts of episodic memory, the types of filters that shape stakeholder responses to crisis, and subsequent impacts on reputation. A sound wave analogy is developed to understand the complexity of organizational crisis. The model is partially applied to the BP Deepwater Horizon oil rig disaster
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