Developed by W. Timothy Coombs, SCCT suggests that the "crisis type" determines the level of reputational threat. Managers must match their response to the degree of organizational responsibility:
When seven people died after ingesting cyanide-laced Tylenol capsules, Johnson & Johnson had zero responsibility—it was a victim crisis (product tampering). However, SCCT warns that victim crises can still escalate if mishandled. Developed by W
Vowing to fix the problem and prevent a recurrence. Mortification: Admitting guilt and asking for forgiveness. Real-World Cases: Applying Theory to Practice However, SCCT warns that victim crises can still
The digital age has amplified the necessity of these theories, as seen in the 2017 United Airlines incident where a passenger was forcibly removed from an overbooked flight. The initial response from CEO Oscar Munoz was defensive, referring to the passenger as "disruptive" and "belligerent." This aligns with Benoit’s "attack the accuser" strategy. Real-World Cases: Applying Theory to Practice The digital
The video of the incident sparked outrage on social media, with many people calling for a boycott of United Airlines. The hashtag #FlyWithFeelings and #UnitedAirlines trended on Twitter, with people sharing their own experiences of bad customer service with the airline. The crisis snowballed, and United Airlines' reputation took a hit.
Applying Benoit’s "corrective action" and "mortification" strategies, the company immediately recalled 31 million bottles of the product at a massive financial cost. They prioritized public safety over profit, fully cooperating with authorities and the media. By aligning their response with the highest ethical standards, they effectively utilized a "bolstering" strategy. Even though their responsibility was low, their accommodative posture built immense goodwill. This case demonstrates that when an organization aligns its values with stakeholder well-being, it can emerge from a crisis with its reputation enhanced rather than destroyed.