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Economic viability is a key factor to sustainability for agritourism operations. A variety of challenges, including issues and crises can hinder whether an operation is open, economically viable, and sustainable. A crisis communications plan can help address and minimize any negative business impacts from weather, climate, or inherent risk, therefore, helping maintain the operation's economic viability. Although many agritourism operators have experience responding to an issue or crisis, including the pandemic, many still lack communications plans, and while this is also a problem in other sectors, agritourism operations with plans have increased sustainability potential. [ABSTRACT FROM AUTHOR]

This qualitative interview study investigated principals' discursive frames and communications during the COVID-19 pandemic. The six leader interviews that comprise this study's dataset were drawn from a purposeful sample of schools with variable educator job satisfaction survey results. A combination of deductive and inductive coding of the interview data informed by framing theory was conducted. This analysis revealed that leaders of schools with the least amount of change in educator job satisfaction during the pandemic drew upon diagnostic, prognostic, and motivational frames and used a variety of communication strategies that encouraged collaboration and cooperation. Findings suggest that while all principals in this study shared similar challenges and all increased the frequency of their communications during the pandemic, how principals framed uncertainty, listened to and responded to staff concerns, and communicated using different modes and with different stakeholders contrasted in schools with variable educator job satisfaction changes. This study holds implications for school principal crisis-management communications and future study of them. [ABSTRACT FROM AUTHOR]

Many users criticize brands by posting negative comments on their social media pages when a brand crisis occurs. Brands often choose to delete negative comments when coping with brand crises. While deleting comments often goes unnoticed, complaints about comment deletion from users whose comments are deleted (e.g., "Why did you delete my comment?") serve as clues for observers after a crisis. Drawing from Warranting Theory, this study examines comment‐deletion‐clues' impact on observers' forgiveness and negative word‐of‐mouth (NWOM) transmission and how two types of brand explanations (custom vs. general) alter this impact. Four studies show that the comment‐deletion‐clues reduce observers' intention to forgive the brand and increase the spread of NWOM. Furthermore, the results indicate that brands' custom explanations mitigate the adverse effects of comment‐deletion‐clues. This article is among the first to explore the role of content moderation during brand crises and extends the brand crisis literature and the emerging content moderation literature. [ABSTRACT FROM AUTHOR]

Economic viability is a key factor to sustainability for agritourism operations. A variety of challenges, including issues and crises can hinder whether an operation is open, economically viable, and sustainable. A crisis communications plan can help address and minimize any negative business impacts from weather, climate, or inherent risk, therefore, helping maintain the operation's economic viability. Although many agritourism operators have experience responding to an issue or crisis, including the pandemic, many still lack communications plans, and while this is also a problem in other sectors, agritourism operations with plans have increased sustainability potential.

This article analyzes the crisis communication tools used by local authorities before the outbreak of the COVID-19 pandemic, during the pandemic, and following the full-scale Russian invasion of Ukraine on February 24, 2022, and the subsequent introduction of martial law. The focus is on using media technologies in communication with residents of the capital to manage the crises stemming from the COVID-19 pandemic and the full-scale Russian invasion of Ukraine, using the Kyiv City State Administration’s crisis communication as a case study. The study identifies the media technologies and platforms employed by the Kyiv City State Administration during this period. It traces shifts in priority media technologies after the outbreak, throughout the COVID-19 pandemic, and after the start of Russia’s full-scale invasion of Ukraine while also analyzing the quantitative audience dynamics on the Administration’s media platforms. Specific examples are presented and analyzed. The use of observation methods, systematic analysis of official press releases and public statements, and comparative analysis of official reports from the Kyiv City State Administration enable us to track the evolution of media technologies in the crisis communication of the Kyiv city government. It is noted that as the nature of the crises evolved, not only did the media technologies used for communication between residents and the city government of Kyiv change, but so did the content of the messages. It is established that emergencies have shaped a specific toolkit for communicative interaction between the Kyiv City State Administration and the residents of Kyiv. In particular, in crisis conditions, the city authorities adopted a direct approach to information dissemination through media platforms, providing rapid and reliable information that has contributed to safeguarding the lives and health of citizens.

We evaluate communication policies related to COVID-19 adopted by governors in the United States and explore how communication and policy directives are impacted by hyper-polarised situations, namely the presence of a divided government. This work sheds light on the challenges of crisis communication and executive leadership. Using a combination of robust regression and text and sentiment analyses, we compare the timing of and the language used by governors who imposed state-wide facemask mandates in 2020. We find that racially diverse states with Democratic governors acted more quickly than states with comparably older populations, had more people living in one household, and without health insurance. Further, we find that Democratic governors were slower to act when their decision could be checked by a Republican legislature highlighting the restrictive nature that executives face in crises. [ABSTRACT FROM AUTHOR]

Public companies make substantial investments each year in brand awareness, promotion and reputation initiatives to grow their business, attract investors, customers and employees and create a favourable business climate. Yet external events or internal shortcomings that lead to organisational crisis can quickly undercut those investments in brand reputation. The management of those incidents most often falls to the communications and legal functions. It is important for marketing and communications executives to be attuned to the need for a rapid and effective response to such crises and to ensure that the natural competitiveness between communications and marketing is not a distraction during a crisis. The authors present an approach that relies heavily on everyday best practices, trust and relationship building to optimise an organisation's ability to respond to crisis quickly and effectively and that provides a road map for senior executives to build a strong communications culture that can adapt to business challenges quickly and successfully. [ABSTRACT FROM AUTHOR]

We exist now in what can sometimes feel like an alternative universe, where fake news headlines go viral, algorithmic bias targets us with content that is popular and engaging but not necessarily trustworthy, chatbots are powered by artificial intelligence and deepfake video technology runs amok. The global rise of misinformation and the decline of consumer trust in both government and media have coincided with technological advances and tarnished demand for brand strategists' old tricks. One of these is storytelling. Now, if you are a brand that is being even a little disingenuous with your communications today, then to some you may as well be a bald-faced liar. Instead, regardless of the industry, whether B2B or consumer, brands today should be in the business of fact telling. At stake are a business' reputation, customer loyalty and the bottom line. Furthermore, it is up to us to help ensure that the information environment does not deteriorate further on our watch. The most exciting thing a brand can do today is to be audaciously authentic. But have we forgotten how to be? Moreover, can we tell the truth and still get consumers to add our products to their shopping carts, become brand advocates and loyalists and even learn to trust again? Within, we outline a framework for brands to meaningfully differentiate with truth telling. [ABSTRACT FROM AUTHOR]