How and when can silence be strategic for brands in times of crisis?

Abstract

This dissertation focuses on the strategic use of silence in crisis management. Informed by insights from elite interviews and case studies, it investigates the implementation of strategic silence in brands' crisis management. The research is guided by Situational Crisis Communication Theory (SCCT), a well-established framework expanded here to integrate strategic silence, supported by qualitative research methods. The study explores how and when strategic silence can be an effective communication tool, the specific circumstances under which it is most beneficial to brands and their stakeholders, and the potential risks and limitations of such an approach. The dissertation consists of five chapters, organised as follows: Chapter 1 introduces the research problem, research questions, objectives, significance of the study, and definitions. Chapter 2 provides an overview of the existing literature on crisis communication, highlighting the gap in research regarding the strategic use of silence in crises. Chapter 3 describes the research methodology, including the case study approach, data collection, and analysis methods. Chapter 4 presents a comparative analysis across cases and a thematic analysis of the elite interviews. Finally, Chapter 5 discusses the findings from the case studies and interviews, illustrating how and when silence can be used, the rationale behind it, and its outcomes. This chapter also explores the implications of these findings for both theory and practice, evaluates the effectiveness and risks associated with strategic silence, and concludes by identifying areas for future research.