Citation

Chess C, Tamuz M, Saville A, Greenberg M. Ind. Crisis Q. 1992; 6(1): 55-70.

Copyright

(Copyright © 1992, Industrial Crisis Institute - Bucknell University)

DOI

10.1177/108602669200600105

PMID

unavailable

Abstract

Managing the social consequences of industrial accidents is critical in the face of declining public confidence. Industry has traditionally turned to public relations to cope with the loss of public confidence. But public relations activities are too often superficial gloss used by companies to polish their images and deflect criticism. We argue that risk communication activities can raise fundamental questions about the relationships of organizations to their environments. We examine how relevant organizational theory proposes that organizations respond to environmental uncertainty. We then contrast organizational theory with how public relations theorists and risk communication specialists propose that companies should respond to a volatile public. In particular, we examine the case of Sybron Chemicals Inc., a small chemical specialty manufacturer, to suggest that an organization may reduce both environmental uncertainty and the organizational infrastructure that stands between the company and the community. Finally, we suggest the conditions under which a company might adopt this strategy.