The COVID-19 global pandemic was an unanticipated educational crisis (Reyes-Guerra et al., 2021) that forced international schools to close and leaders to contend with extreme volatility, uncertainty, complexity, and ambiguity (VUCA) (Kaiser, 2020; Singhal, 2021). COVID-19 created opportunities to "re-focus, re-energize, and try new…

The purpose of this study was to determine best practices of leadership communication during and after organizational crises at colleges and universities that threaten the safety of stakeholders. Crises that impact colleges and universities are increasing, and if the leaders in these organizations communicate improperly throughout crisis…

There is not an organization in the world immune to crisis (Coombs, 2015). From for-profit corporations to the non-profit sector of higher education, research on various crises, and the communication surrounding them, has attracted the attention of scholars and practitioners over the years. This study contributes to literature surrounding…

Negative news about collegiate sports teams in the United States is nearly unavoidable for most universities. The sheer number of athletes involved in multiple programs at major universities increases the likelihood of problems. American football programs alone include rosters of 100 or more players, and the total number of athletes at National…

This study examined the effects of four post-crisis responses on five different variables using a blog tool. The four post-crisis responses are information only, compensation, apology, and sympathy. The five dependent variables are reputation, anger (negative emotion), negative word-of-mouth, account acceptance and state of the publics based on…