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KRİZ YÖNETİMİNDE KRİZ İLETİŞİMİNİN ÖNEMİ: NİKE ÖRNEĞİ

Yıl 2020, Cilt: 6 Sayı: 1, 65 - 92, 01.04.2020

Öz

Günümüzde kurumların faaliyetlerini sürdürebilmeleri, içinde bulunduğumuz
ekonomik ve politik koşullar nedeniyle yeterince zor olmakla birlikte, beklenmedik
zamanlarda ortaya çıkan krizler, kurumların sürdürülebilir başarılarını, hatta kimi
zaman varlıklarını tehlikeye sokabilmektedir. Kurumun büyüklüğü, sektördeki
yeri, ekonomik gücü gibi unsurlar dahi kurumun krizle karşı karşıya kalmasını
veya krizle karşı karşıya kaldığında zarar görmesini engelleyememektedir. Kriz
esnasında uygulanacak kriz iletişiminin önemini kavrayamayan kurumlar krizden
çok büyük zararla çıkmaktadırlar. Literatür taraması yapılarak hazırlanan bu
çalışmanın konusu, kriz iletişiminde uygulanabilecek başlıca strateji ve taktiklerin
incelenmesi ve örnek vaka çalışmasının değerlendirilmesidir. Çalışmanın amacı;
kurumlara krizle başa çıkabilmeleri için uygulanabilecek kriz iletişim stratejileri
hakkında bilgi vermek ve güçlü bir geçmiş ve ekonomik yapıya sahip Nike’ın
yaşadığı kriz sürecini, kriz iletişim stratejilerini ve etkilerini değerlendirerek
kurumlar için örnek teşkil etmesine yardımcı olmaktır. Çalışmanın bulgularında,
krizin etkilerinin, kurumun uygulayacağı iletişim stratejileri ile azaltılıp
çoğaltabileceği, bununla birlikte kurumların karşı karşıya kaldıkları krizlerde
kullandıkları kriz iletişim stratejilerini ancak etik, gerçeğe dayalı temeller
üzerine oturttuklarında krizle başa çıkma konusunda başarı sağlayabilecekleri
gözlemlenmiştir.

Kaynakça

  • Adams, W. (2000). “Responding to the media during a crisis: It’s what you say and when you say it”, Public Relations Quarterly, 45(1): 26-28.
  • Aksu, M. (2010). Kriz Yönetimi: Krizleri Fırsata Çevirmenin Yolları, Kum Saati Yayınları, No: 1, İstanbul.
  • Asunakutlu, T., Safran, B. ve Tosun, E. (2003). “Kriz Yönetimi Üzerine Bir Araştırma”, Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 5(1): 141-163.
  • Baker, N., (1992). “How Nike Really Runs”, The Morning Call, 17 Eylül.
  • Ballinger, J. (1992). “The New Free-Trade Heel: Nike’s Profits Jump on the backs of Asian Workers”, Harper’s Magazine, Ağustos.
  • Ballinger, J. (2009). “Finding An Anti-Sweatshop Strategy That Works”, Dissent, 56(3): 5-8.
  • Ballinger, J. ve Olsson C. (1997). Behind the Swoosh: The Struggle of Indonesians making Nike Shoes, Global Publications Foundation, Brüksel.
  • Barton, L. (2001). Crisis in Organizations II, South Western College Publications, No: 2, Ohio.
  • Bennett, L. ve Lagos, T. (2007). “Logo Logic: The Ups and Downs of Branded Political Communication”, American Academy of Political and Social Science, 611(1): 193-206.
  • Benoit, L. W. (1997a). “Another Visit to the Theory of Image Restoration Strategies”, Communications Quarterly, 48(1): 40-43.
  • Benoit, L. W. (1997b). “Image Repair Discourse and Crisis Communication”, Public Relations Review, 23(2): 177-186.
  • Benoit, L. W. ve Brinson, L. S. (1996). “Dow Corning’s Image Repair Strategies in the Breast Implant Crisis”, Communication Quarterly, 44(1): 29-41.
  • Boje, D. (1998). “The swoosh goddess is a vampire: Nike’s environmental accounting storytelling”, (Ed. Grace Ann Rosile), International Business and Ecology Research Yearbook, s.23-32, Slipper Rock, Philedelphia.
  • Carty, V. (2002). “Technology and Counter-hegemonic Movements: The case of Nike Corporation”, Social Movement Studies, 1(2): 129-166.
  • Cavanagh, J. (1997). “The Global Resistance to Sweatshops”, (Ed. Andrew Ross), No Sweat Fashion, Free Trade, and The Rights of Garment Workers, s.39-50, Verso: Londra.
  • Cole, C. ve Hribar, A. (1995). “Celebrity Feminism: Nike Style Post-Fordism, Transcendence and consumer Power”, Sociology of Sport Journal, 12(4): 347-369.
  • Coombs, T. ve Holladay, S. (2001). “An Extended Examination of the Crisis Situations: A Fusion of the Relational Management and Symbolic Approaches”, 13(4): 321-340.
  • Coombs, T. (2006a). “The Protective Powers of Crisis Response Strategies: Managing Raputational Assets During A Crisis”, Journal of Promotion Management, 12(3-4): 241-260.
  • Coombs, T. (2006b). Code Red in the Boardroom: Crisis Management as Organizational DNA, Praeger Publishers, Westport.
  • Coombs, T. (2007). “Crisis Management and Communications”, Institute for Public Relations, (1-14).
  • Coombs, T., Frandsen, F., Holladay, S. ve Johansen, W. (2010). “Why a Concern for Apologia and Crisis Communication.”, Corporate Communications, 15(4): 337-349.
  • Coombs, T. ve Holladay, S. (1996). “Communication and Attributions in a Crisis: An Experimental Study in Crisis Communication”, Journal of Public Relations Research, 8(4): 279-295.
  • Dewinter, R. (2001). “The Anti-Sweatshop Movement: Constructing Corporate Moral Agency in the Global Apparel Industry”, Ethics & International Affairs, 15(2): 99-115.
  • Dionne, E.J. (1998). “Bad for Business”, The Washington Post, 15 Mayıs. Fearn-Banks, K. (2001), Crisis Communications: A Casebook Approach (Routledge Communication Series) 2nd Edition, Routledge.
  • Goldman, R. ve Papson S. (1998). Core Cultural Icons: Nike Culture, Sage Publications, London.
  • Greenhouse, S. (1997). “Nike Shoe Plant in Vietnam Is Called Unsafe for Workers”, NYTimes, 8 Kasım 1997.
  • Harrison, A. ve Scorse, J. (2004). “The Nike Effect: Anti-Sweatshop Activists and Labor Market Outcomes in Indonesia”, University of California Berkeley, (1-48).
  • Hearit, M. K. (1994). “Apologies and Public Relations Crisis at Chrysler, Toshiba and Volvo”, Public Relations Review, 20(2): 113-125.
  • Hearit, M. K. (1995). “Mistakes Were Made: Organizations, Apologia, and Crises of Social Legitimacy”, Communication Studies, 46(1-2): 1-17.
  • Hearit, M. K. (1996). “The Use of Counter-Attack in Apologetic Public Relations Crises: The Case of General Motors vs. Dateline NBC”, Public Relations Review, 22(3): 233-248.
  • Hearit, M. K. (1999). “Newsgroups, Activist Publics, and Corporate Apologia: The Case of Intel and Its Pentium Chip”, Public Relations Review, 25(3): 291-308.
  • Hermann, C. (1963). “Some Consequences of Crisis Which Limit the Viability of Organizations”, Administrative Science Quarterly, 8(1): 61-82.
  • Hung, K. (2009). “Nike And Liu Xiang: Crisis Management In Celebrity Endorsement”, Asia Case Research Center, The University of Hong Kong, (1-21).
  • Kernisky, D. (1997). “Proactive Crisis Management and Ethical Discourse: Dow Chemical’s Issues Management Bulletins 1979-1990”, Journal of Business Ethics, 16: 843-853.
  • Keskin, F. ve Özdemir, P. (2009). Halkla İlişkiler Üzerine: Disiplinlerarası bir Alanın Yönelimleri, Dipnot Yayınevi, Ankara.
  • Khandwalla, P. (1978). “Crisis Responses of Competing versus Non Competing Organizations”, Indian Institute of Management, Work Paper No 192, (1-49).
  • Knight, G. ve Greenberg, J. (2002). “Promotionalism and Subpolitics: Nike And Its Labor Critics”, Management Communication Quarterly, 15(4): 541- 570.
  • Kotter, J. ve Sathe, V. (1978). “Problems of Human Resource Management in Rapidly Growing Companies”, California Management Review, 21(2): 29-36.
  • Landrum, N. (2001). “Environmental and Social Responsibility Rhetoric of Nike and Reebok”, Journal of Critical Post Modern Organization Science, 1(2): 48-62.
  • Lerbinger, O. (1997). “The Crisis Manager: Facing Risk and Responsibility”, Lawrence Erlbaum Associates, Mahwah.
  • Lippitt, G. ve Schmidt, W.H. (1967). “Crises in a Developing Organization”, Harward Business Review, 45(6): 102-112.
  • Locke, R. (2002). “The Promise and Perils of Globalization: The Case of Nike”, Massachusetts Institute of Technology Working Paper Series, (1-35).
  • Lutz, A. (2015). “How Nike shed its sweatshop image to dominate the shoe industry”, Business Insider, 6 Haziran
  • Martinez, A. J. (2018). “A Note on Nike’s Wages, Labor Exploitation and Profits in the Garment Industry”, International Journal of Education and Social Science Research, 1(6): 43-50.
  • Mert, L. Y. (2015). “Kamuda Kriz İletişimi: 31 Mart 2015’te Yaşanan Elektrik Kesintisi Örneğinin Analizi”, Akademik Bakış Uluslararası Hakemli Sosyal Bilimler Dergisi, 52: 228-242.
  • Millburn, W. T., Schuler, S.R. ve Watman, H.K. (1983). “Organizational Crisis. Part I: Definition and Conceptualization”, Human Relations, 36(12): 1141-1160.
  • Mintzberg, H., Raisinghani, D. ve Theoret, A. (1976). “The Structure of “Unstructured” Decision Processes”, Administrative Science Quarterly, 21(2): 246-275.
  • Murphy, F. D. ve Mathew, D. (2001). Nike and Global Labour Practices: A Case Study Prepared for the New Academy of Business Inovation Network for Socially Responsible Business, New Academy of Business.
  • Naseem, I. (2010). “Globalization and Its Impacts on Child Labor in Soccer Ball Industry in Pakistan”, The Dialogue, 4(1): 109-139.
  • Newsom, D., VanSlyke, J. ve Kruckeberg, D. (2006). This is PR: The Realities of Public Relations, Wadsworth Publishing, No: 9, California.
  • O’Rourke, D. (1997). Smoke From a Hired Gun: A Critique of Nike’s Labor and Environmental Auditing in Vietnam as Performed by Ernst&Young, Transnational Resource and Action Center, San Francisco.
  • Okay, A. ve Okay, A. (2014). Halkla İlişkiler Kavram, Strateji ve Uygulamaları, Der Yayınları, No:7, İstanbul.
  • Rothenberg, J. (2004). “Coming Full Circle? Forging Missing Links Along Nike’s Integrated Production Networks”, Global Networks, 4(4): 335- 354.
  • Sage, H. G. (1999). “Justice Do It! The Nike Transnational Advocacy Network: Organization, Collective Actions and Outcomes”, Sociology of Sport Journal, 16: 206-235.
  • Sellnow, T. ve Brand, J. (2001). “Establishing The Structure Of Reality For An Industry: Model And Anti-Model Arguments As Advocacy In Nike’s Crisis Communication”, Journal of Applied Communication Research, 29(3): 278-295.
  • Stabile, A. C. (2000). “Nike, Social Responsibility and The Hidden Abode of Production”, Critical Studies in Media Communication, 17(2): 186-204.
  • Strom, S. (1996). “A Sweetheart Becomes Suspect; Looking Behind Those Kathie Lee Labels”, NY Times, 27 Haziran.
  • Waller, L. R. ve Coneway, N. R. (2011). “Framing and Counterframing the Issue of Corporate Social Responsibility”, Journal of Business Communication, 48(1): 83-106.
  • Weick, K.E. (1988). “Enacted Sensemaking in Crisis Situations”, Journal of Management Studies, 25(4): 305-317.
  • Whetten, A. D. (1980). “Organizational Decline: A Neglected Topic in Organizational Science”, Academy of Management Review, 5(4): 577- 588.
  • Zheng, X. (2010). “Sensemaking, Institutions and Crises of Legitimacy: The Case of Nike’s Sweatshop”, PhD Thesis, University of Nottingham, (1- 319).
  • URL-1: https://www.businessinsşder.com/how-nike-solved-its-sweatshop-problem- 2013-5, Erişim tarihi 9 Mayıs.
  • Koç Kaplan, S. M. (2020). Kriz Yönetiminde Kriz İletişiminin Önemi: Nike Örneği. İletişim Çalışmaları Dergisi, 6(1): 65-92

THE IMPORTANCE OF CRISIS COMMUNICATION IN CRISIS MANAGEMENT: NIKE CASE

Yıl 2020, Cilt: 6 Sayı: 1, 65 - 92, 01.04.2020

Öz

existence because of the economic and political circumstances, when a crisis
occurs at the most unexpected time for the company, it endangers the sustainable
success of the company and even risks the existence of the company. Even the
facts such as size, economic power of the company or position within the sector
cannot prevent the company from facing a crisis or from suffering because of a
crisis. If companies do not understand the importance of crisis communication
in a crisis, they suffer tremendously during and after the crisis. This article is
prepared with literature review and the subject of this article is to examine the
essential strategies and tactics of crisis management and crisis communication
and evaluate the case study. The object of this article is to inform companies
regarding applicable crisis communication strategies in order to cope with the
crisis and to evaluate crisis communication strategies and tactics of Nike’s,
who has a strong history and economical structure, so that the companies can
take it as an example to lighten their way. In the findings of the study, it has
been observed that the effects of the crisis could be reduced or multiplied due
to the communication strategies applied by the company and furthermore, that
the companies can achieve success in dealing with the crisis if only their crisis
communication strategies are used ethically and based on accurate information.

Kaynakça

  • Adams, W. (2000). “Responding to the media during a crisis: It’s what you say and when you say it”, Public Relations Quarterly, 45(1): 26-28.
  • Aksu, M. (2010). Kriz Yönetimi: Krizleri Fırsata Çevirmenin Yolları, Kum Saati Yayınları, No: 1, İstanbul.
  • Asunakutlu, T., Safran, B. ve Tosun, E. (2003). “Kriz Yönetimi Üzerine Bir Araştırma”, Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 5(1): 141-163.
  • Baker, N., (1992). “How Nike Really Runs”, The Morning Call, 17 Eylül.
  • Ballinger, J. (1992). “The New Free-Trade Heel: Nike’s Profits Jump on the backs of Asian Workers”, Harper’s Magazine, Ağustos.
  • Ballinger, J. (2009). “Finding An Anti-Sweatshop Strategy That Works”, Dissent, 56(3): 5-8.
  • Ballinger, J. ve Olsson C. (1997). Behind the Swoosh: The Struggle of Indonesians making Nike Shoes, Global Publications Foundation, Brüksel.
  • Barton, L. (2001). Crisis in Organizations II, South Western College Publications, No: 2, Ohio.
  • Bennett, L. ve Lagos, T. (2007). “Logo Logic: The Ups and Downs of Branded Political Communication”, American Academy of Political and Social Science, 611(1): 193-206.
  • Benoit, L. W. (1997a). “Another Visit to the Theory of Image Restoration Strategies”, Communications Quarterly, 48(1): 40-43.
  • Benoit, L. W. (1997b). “Image Repair Discourse and Crisis Communication”, Public Relations Review, 23(2): 177-186.
  • Benoit, L. W. ve Brinson, L. S. (1996). “Dow Corning’s Image Repair Strategies in the Breast Implant Crisis”, Communication Quarterly, 44(1): 29-41.
  • Boje, D. (1998). “The swoosh goddess is a vampire: Nike’s environmental accounting storytelling”, (Ed. Grace Ann Rosile), International Business and Ecology Research Yearbook, s.23-32, Slipper Rock, Philedelphia.
  • Carty, V. (2002). “Technology and Counter-hegemonic Movements: The case of Nike Corporation”, Social Movement Studies, 1(2): 129-166.
  • Cavanagh, J. (1997). “The Global Resistance to Sweatshops”, (Ed. Andrew Ross), No Sweat Fashion, Free Trade, and The Rights of Garment Workers, s.39-50, Verso: Londra.
  • Cole, C. ve Hribar, A. (1995). “Celebrity Feminism: Nike Style Post-Fordism, Transcendence and consumer Power”, Sociology of Sport Journal, 12(4): 347-369.
  • Coombs, T. ve Holladay, S. (2001). “An Extended Examination of the Crisis Situations: A Fusion of the Relational Management and Symbolic Approaches”, 13(4): 321-340.
  • Coombs, T. (2006a). “The Protective Powers of Crisis Response Strategies: Managing Raputational Assets During A Crisis”, Journal of Promotion Management, 12(3-4): 241-260.
  • Coombs, T. (2006b). Code Red in the Boardroom: Crisis Management as Organizational DNA, Praeger Publishers, Westport.
  • Coombs, T. (2007). “Crisis Management and Communications”, Institute for Public Relations, (1-14).
  • Coombs, T., Frandsen, F., Holladay, S. ve Johansen, W. (2010). “Why a Concern for Apologia and Crisis Communication.”, Corporate Communications, 15(4): 337-349.
  • Coombs, T. ve Holladay, S. (1996). “Communication and Attributions in a Crisis: An Experimental Study in Crisis Communication”, Journal of Public Relations Research, 8(4): 279-295.
  • Dewinter, R. (2001). “The Anti-Sweatshop Movement: Constructing Corporate Moral Agency in the Global Apparel Industry”, Ethics & International Affairs, 15(2): 99-115.
  • Dionne, E.J. (1998). “Bad for Business”, The Washington Post, 15 Mayıs. Fearn-Banks, K. (2001), Crisis Communications: A Casebook Approach (Routledge Communication Series) 2nd Edition, Routledge.
  • Goldman, R. ve Papson S. (1998). Core Cultural Icons: Nike Culture, Sage Publications, London.
  • Greenhouse, S. (1997). “Nike Shoe Plant in Vietnam Is Called Unsafe for Workers”, NYTimes, 8 Kasım 1997.
  • Harrison, A. ve Scorse, J. (2004). “The Nike Effect: Anti-Sweatshop Activists and Labor Market Outcomes in Indonesia”, University of California Berkeley, (1-48).
  • Hearit, M. K. (1994). “Apologies and Public Relations Crisis at Chrysler, Toshiba and Volvo”, Public Relations Review, 20(2): 113-125.
  • Hearit, M. K. (1995). “Mistakes Were Made: Organizations, Apologia, and Crises of Social Legitimacy”, Communication Studies, 46(1-2): 1-17.
  • Hearit, M. K. (1996). “The Use of Counter-Attack in Apologetic Public Relations Crises: The Case of General Motors vs. Dateline NBC”, Public Relations Review, 22(3): 233-248.
  • Hearit, M. K. (1999). “Newsgroups, Activist Publics, and Corporate Apologia: The Case of Intel and Its Pentium Chip”, Public Relations Review, 25(3): 291-308.
  • Hermann, C. (1963). “Some Consequences of Crisis Which Limit the Viability of Organizations”, Administrative Science Quarterly, 8(1): 61-82.
  • Hung, K. (2009). “Nike And Liu Xiang: Crisis Management In Celebrity Endorsement”, Asia Case Research Center, The University of Hong Kong, (1-21).
  • Kernisky, D. (1997). “Proactive Crisis Management and Ethical Discourse: Dow Chemical’s Issues Management Bulletins 1979-1990”, Journal of Business Ethics, 16: 843-853.
  • Keskin, F. ve Özdemir, P. (2009). Halkla İlişkiler Üzerine: Disiplinlerarası bir Alanın Yönelimleri, Dipnot Yayınevi, Ankara.
  • Khandwalla, P. (1978). “Crisis Responses of Competing versus Non Competing Organizations”, Indian Institute of Management, Work Paper No 192, (1-49).
  • Knight, G. ve Greenberg, J. (2002). “Promotionalism and Subpolitics: Nike And Its Labor Critics”, Management Communication Quarterly, 15(4): 541- 570.
  • Kotter, J. ve Sathe, V. (1978). “Problems of Human Resource Management in Rapidly Growing Companies”, California Management Review, 21(2): 29-36.
  • Landrum, N. (2001). “Environmental and Social Responsibility Rhetoric of Nike and Reebok”, Journal of Critical Post Modern Organization Science, 1(2): 48-62.
  • Lerbinger, O. (1997). “The Crisis Manager: Facing Risk and Responsibility”, Lawrence Erlbaum Associates, Mahwah.
  • Lippitt, G. ve Schmidt, W.H. (1967). “Crises in a Developing Organization”, Harward Business Review, 45(6): 102-112.
  • Locke, R. (2002). “The Promise and Perils of Globalization: The Case of Nike”, Massachusetts Institute of Technology Working Paper Series, (1-35).
  • Lutz, A. (2015). “How Nike shed its sweatshop image to dominate the shoe industry”, Business Insider, 6 Haziran
  • Martinez, A. J. (2018). “A Note on Nike’s Wages, Labor Exploitation and Profits in the Garment Industry”, International Journal of Education and Social Science Research, 1(6): 43-50.
  • Mert, L. Y. (2015). “Kamuda Kriz İletişimi: 31 Mart 2015’te Yaşanan Elektrik Kesintisi Örneğinin Analizi”, Akademik Bakış Uluslararası Hakemli Sosyal Bilimler Dergisi, 52: 228-242.
  • Millburn, W. T., Schuler, S.R. ve Watman, H.K. (1983). “Organizational Crisis. Part I: Definition and Conceptualization”, Human Relations, 36(12): 1141-1160.
  • Mintzberg, H., Raisinghani, D. ve Theoret, A. (1976). “The Structure of “Unstructured” Decision Processes”, Administrative Science Quarterly, 21(2): 246-275.
  • Murphy, F. D. ve Mathew, D. (2001). Nike and Global Labour Practices: A Case Study Prepared for the New Academy of Business Inovation Network for Socially Responsible Business, New Academy of Business.
  • Naseem, I. (2010). “Globalization and Its Impacts on Child Labor in Soccer Ball Industry in Pakistan”, The Dialogue, 4(1): 109-139.
  • Newsom, D., VanSlyke, J. ve Kruckeberg, D. (2006). This is PR: The Realities of Public Relations, Wadsworth Publishing, No: 9, California.
  • O’Rourke, D. (1997). Smoke From a Hired Gun: A Critique of Nike’s Labor and Environmental Auditing in Vietnam as Performed by Ernst&Young, Transnational Resource and Action Center, San Francisco.
  • Okay, A. ve Okay, A. (2014). Halkla İlişkiler Kavram, Strateji ve Uygulamaları, Der Yayınları, No:7, İstanbul.
  • Rothenberg, J. (2004). “Coming Full Circle? Forging Missing Links Along Nike’s Integrated Production Networks”, Global Networks, 4(4): 335- 354.
  • Sage, H. G. (1999). “Justice Do It! The Nike Transnational Advocacy Network: Organization, Collective Actions and Outcomes”, Sociology of Sport Journal, 16: 206-235.
  • Sellnow, T. ve Brand, J. (2001). “Establishing The Structure Of Reality For An Industry: Model And Anti-Model Arguments As Advocacy In Nike’s Crisis Communication”, Journal of Applied Communication Research, 29(3): 278-295.
  • Stabile, A. C. (2000). “Nike, Social Responsibility and The Hidden Abode of Production”, Critical Studies in Media Communication, 17(2): 186-204.
  • Strom, S. (1996). “A Sweetheart Becomes Suspect; Looking Behind Those Kathie Lee Labels”, NY Times, 27 Haziran.
  • Waller, L. R. ve Coneway, N. R. (2011). “Framing and Counterframing the Issue of Corporate Social Responsibility”, Journal of Business Communication, 48(1): 83-106.
  • Weick, K.E. (1988). “Enacted Sensemaking in Crisis Situations”, Journal of Management Studies, 25(4): 305-317.
  • Whetten, A. D. (1980). “Organizational Decline: A Neglected Topic in Organizational Science”, Academy of Management Review, 5(4): 577- 588.
  • Zheng, X. (2010). “Sensemaking, Institutions and Crises of Legitimacy: The Case of Nike’s Sweatshop”, PhD Thesis, University of Nottingham, (1- 319).
  • URL-1: https://www.businessinsşder.com/how-nike-solved-its-sweatshop-problem- 2013-5, Erişim tarihi 9 Mayıs.
  • Koç Kaplan, S. M. (2020). Kriz Yönetiminde Kriz İletişiminin Önemi: Nike Örneği. İletişim Çalışmaları Dergisi, 6(1): 65-92
Toplam 63 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular İletişim ve Medya Çalışmaları
Bölüm Makaleler
Yazarlar

Saliha Meltem Koç Kaplan 0000-0002-0247-0140

Yayımlanma Tarihi 1 Nisan 2020
Gönderilme Tarihi 5 Şubat 2020
Kabul Tarihi 7 Mart 2020
Yayımlandığı Sayı Yıl 2020 Cilt: 6 Sayı: 1

Kaynak Göster

APA Koç Kaplan, S. M. (2020). KRİZ YÖNETİMİNDE KRİZ İLETİŞİMİNİN ÖNEMİ: NİKE ÖRNEĞİ. İletişim Çalışmaları Dergisi, 6(1), 65-92.

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