Strategic manoeuvres and impression management: communication approaches in the case of a crisis event

This historical study examines the actions of the Australian former asbestos company, James Hardie, when faced with a potentially ruinous corporate scandal between 2001 and 2007. The company became vilified as public awareness grew of the damage to public health its use of asbestos had caused. In response, it set-up a knowingly underfunded compensation fund supported by a strategy of misinformation and denial. Its actions are analysed using Oliver’s typology of strategic responses and theories of crisis management and crisis communications, providing insights into the company’s motivations for adopting strategies that took it to the brink of financial collapse.     

Consumption as a social integration strategy in times of crisis: The case of vulnerable households

In this article, we focus on consumption in a context of economic hardship. From an empirical perspective, and using a qualitative methodology, we show how disadvantaged individuals and households maintain a level of consumption commensurate with the society in which they are integrated through a type of consumption conceived of here as “resilient”. Resilient consumption is characterized by being a type of expenditure oriented towards maintaining the role of consumer, that is, maintaining a minimum level of purchasing power, modifying to this end both the level and the structure of consumption, both of which are key elements in the resilience process. We identify five main strategies used by households that modify and restructure the consumption of basic goods and necessities in response to economic hardship. Key resilient consumption strategies include: reduction (cutting down on spending), substitution (replacement of one difficulty with another), compensation (pseudo‐consumption or reduced usage), transference (meta‐resilience) and integration (reinterpretation of difficulties as opportunities). We conclude that although consumption is a naturally resilient behaviour, in a crisis context, resilient practices focus on maintaining acquisition capacity in spite of reduced income.