The interplay of organization type, organization size, and practitioner role on perceived crisis preparedness: A cognitive appraisal approach

Journal of Contingencies and Crisis Management

Volumn 18, Issue 1, 2010, Pages 49-54

  Jin, Yan ^a  

^a VIRGINIA COMMONWEALTH UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

CRISIS MANAGEMENT; ORGANIZATIONAL FRAMEWORK;

UNITED STATES;

EID: 77449155188     PISSN: 09660879     EISSN: 14685973     Source Type: Journal    
DOI: 10.1111/j.1468-5973.2009.00595.x     Document Type: Article

References (8)

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3. Dozier DM, Broom GM. The Centrality of Practitioner Roles to Public Relations Theory. Public Relations Theory II 2006, 137-170. Botan CH, Hazleton V. in, (eds), Lawrence Erlbaum Associates, Hillsdale, NJ, pp
4. Fink S. Crisis Management: Planning for the Inevitable 1986, American Management Association, New York
5. Heath RL. Crisis Preparation: Planning for the Inevitable. Responding to Crisis: A Rhetorical Approach to Crisis Communication 2004, 33-35. Heath RLMillar DP. in, (eds), Lawrence Erlbaum Associates, Hillsdale, NJ, pp
6. Jin Y, Cameron GT. The Effects of Threat Type and Duration on Public Relations Practitioner's Cognitive, Affective and Conative Responses in Crisis Situations. Journal of Public Relations Research 2007, Volume 19(Number 3):255-282. pp
7. Penrose JM. The Role of Perception in Crisis Planning. Public Relations Review 2000, Volume 26(Number 2):155-171. pp
8. Toth EL, Aldoory L. Year 2000 Gender Study. 2001, http://PR-education.org/prsa2000genderstudy.htm, , Public Relations Society of America, New York., (accessed 23 March 2009)