Abstracts
Résumé
Compte tenu de l’ampleur de la crise liée à la Covid-19, il est nécessaire que les PME informent leurs clients, fournisseurs et salariés des actions qu’elles entreprennent dans l’objectif de préserver leurs activités et leurs relations d’affaires. Cet article porte sur la communication de crise qui est mise en place par les PME internationalisées dans le contexte de la pandémie. L’étude empirique est fondée sur l’analyse systématique des sites Internet et des réseaux sociaux numériques de quinze PME belges qui réalisent plus de 50 % de leur chiffre d’affaires à l’export. Les résultats montrent que ces entreprises communiquent peu sur les actions menées face à la crise sanitaire. Les PME qui annoncent des mesures spécifiques sont principalement orientées vers la continuité des activités et la sécurité des salariés et plusieurs entreprises mettent en place des mesures innovantes liées à la pandémie. Notre recherche enrichit les connaissances sur la communication de crise des PME internationalisées en mettant en relief leurs comportements différenciés en matière de communication digitale. Elle permet de proposer plusieurs recommandations pour améliorer leur utilisation des sites Internet et des réseaux sociaux numériques en contexte de crise.
Mots-clés:
- Communication de crise,
- PME,
- Export,
- Pandémie,
- Covid-19
Abstract
Given the scale of the Covid-19 crisis, SMEs need to inform their customers, suppliers and employees of the actions they are taking with the aim of preserving their activities and their business relationships. This article focuses on crisis communication that is implemented by internationalized SMEs in the context of the pandemic. The empirical study is based on the systematic analysis of the websites and social networking sites of 15 Belgian SMEs who generate more than 50% of their total sales from exports. The findings show that those companies communicate to a limited extent on actions taken to deal with the health crisis. SMEs who announce specific measures are mainly oriented towards business continuity and employee safety, and several companies are implementing innovative measures related to the pandemic. Our research enriches knowledge on crisis communication of internationalized SMEs by highlighting their differentiated behaviors in terms of digital communication. We propose several recommendations to improve their use of websites and social networking sites in a crisis context.
Keywords:
- Crisis communication,
- SMEs,
- Export,
- Pandemic,
- Covid-19
Resumen
Dada la magnitud de la crisis de Covid-19, es necesario que las PyME informen a sus clientes, proveedores y empleados de las acciones que están realizando con el objetivo de preservar sus actividades y sus relaciones comerciales. Este artículo se centra en la comunicación de crisis que implementan las PyME internacionalizadas en el contexto de la pandemia. El estudio empírico se basa en el análisis sistemático de los sitios web y de las redes sociales digitales de 15 PyME belgas que generan más del 50% de su facturación a partir de las exportaciones. Los resultados muestran que estas empresas comunican poco las acciones tomadas para hacer frente a la crisis sanitaria. Las PyME que anuncian medidas específicas están orientadas principalmente a la continuidad del negocio y la seguridad de los empleados, y varias empresas están implementando medidas innovadoras relacionadas con la pandemia. Nuestra investigación enriquece el conocimiento sobre comunicación de crisis de las PyME internacionalizadas al destacar sus comportamientos diferenciados en la comunicación digital. Permite ofrecer varias recomendaciones para mejorar su uso de sitios web y redes sociales digitales en el contexto de una crisis.
Palabras clave:
- Comunicación de crisis,
- PyME,
- Exportación,
- Pandemia,
- Covid-19
Appendices
Références
- Aguinis, H. et Burgi-Tian, J. (2021). Measuring performance during crises and beyond : the performance promoter score. Business Horizons, 64(1), 149-160.
- Akdim, H. et Schoch, P. (2016). Le relevant network management : une dynamique innovante d’intelligence stratégique au service de l’internationalisation. Revue Internationale d’Intelligence Économique, 8, 65-81.
- Arslan, A., Golgeci, I., Khan, Z., Al-Tabbaa, O. et Hurmelinna-Laukkanen, P. (2021). Adaptive learning in cross-sector collaboration during global emergency : conceptual insights in the context of Covid-19 pandemic. Multinational Business Review, 29(1), 21-42.
- Bahri Korbi, F., Saïd, K. et Chouki, M. (2019). Quel(s) rôle(s) peuvent jouer les artefacts dans l’amélioration de l’intercompréhension entre partenaires au sein des alliances asymétriques ? Revue internationale PME, 32(1), 71-99.
- Baumard, P. et Ibert, J. (2014). Quelles approches avec quelles données ? Dans R.-A. Thiétart (dir.), Méthodes de recherche en management (p. 105-128). Paris, Dunod.
- Bennett, W.L. et Iyengar, S. (2008). A new era of minimal effects ? The changing foundations of political communication. Journal of Communication, 58(4), 707-731.
- Blanc, A., Drucker-Godard, C. et Ehlinger, S. (2014). Exploitation des données textuelles. Dans R.-A. Thiétart (dir.), Méthodes de recherche en management (p. 551-573). Paris, Dunod.
- Bland, M. (1998).Communicating out of a crisis. Londres, Macmillan Publishers.
- Boman, C.D. et Schneider, E.J. (2021). Finding an antidote : testing the use of proactive crisis strategies to protect organizations from astroturf attacks. Public Relations Review, 47(1).
- Bowen, M., Freidank, J., Wannow, S. et Cavallone, M. (2018). Effect of perceived crisis response on consumers’ behavioral intentions during a company scandal. An intercultural perspective. Journal of International Management, 24(3), 222-237.
- Boubakary, B. (2020). La gestion de crise dans les PME : analyse théorique et proposition du modèle. Question(s) de management, 28, 91-106.
- Bryon-Portet, C. (2011). Pour une approche asiatique de la communication de crise ou comment sortir grandi de l’épreuve. Les Enjeux de l’information et de la communication, 1(12), 33-50.
- Buchanan, D.A. et Denyer, D. (2013). Researching tomorrow’s crisis. International Journal of Management Reviews, 15(2), 205-224.
- Capelli, S., Legrand, P. et Sabadie, W. (2012). Se taire, nier ou s’excuser : comment répondre à un appel au boycott ? Décisions Marketing, 68, 71-82.
- Carnevale, J.B. et Hatak, I. (2020). Employee adjustment and well-being in the era of Covid-19 : implications for human resource management. Journal of Business Research, 116, 183-187.
- Cheng, Y. (2018). How social media is changing crisis communication strategies : evidence from the updated literature. Journal of Contingencies and Crisis Management, 26(1), 58-68.
- Christensen, T. et Laegreid, P. (2020). The coronavirus crisis, crisis communication, meaning-making and reputation management. International Public Management Journal, 23(5), 713-729.
- Compin, F. (2016). Le risque de réputation en situation de communication de crise. Communication & Organisation, 50(2), 279-294.
- Coombs, W.T. (2014). Applied crisis communication and crisis management : cases and exercises. Thousand Oaks, Sage Publications.
- Coombs, W.T. (2015). The value of communication during a crisis : insights from strategic communication research. Business Horizons, 58(2), 141-148.
- Coombs, W.T., Frandsen, F., Holladay, S. et Johansen, W. (2010). Why a concern for apologia and crisis communication. Corporate Communications : An International Journal, 15(4), 337-349.
- Coombs, W.T. et Holladay, S.J. (2009). Further explorations of post-crisis communication : effects of media and response strategies on perceptions and intentions. Public Relations Review, 35(1), 1-6.
- Cornia, A., Dressel, K. et Pfeil, P. (2016). Risk cultures and dominant approaches towards disasters in seven European countries. Journal of Risk Research, 19(3), 288-304.
- Cros, M. et Cros, S. (2015). Le management de la communication de crise. Management international, 20(1), 150-162.
- Deprince, E. et Arnone, L. (2018). Les réseaux sociaux numériques : analyse de leurs utilisations dans le cadre de l’internationalisation des petites entreprises. Management international, 22, 17-29.
- Dominguez, N. et Mayrhofer, U. (2018). Key success factors of SME internationalisation : a cross-country perspective. Bingley, Emerald Publishing Limited.
- Dominguez, N., Mayrhofer, U. et Obadia, C. (2020). Internationalisation des PME : le rôle du partage d’informations dans les réseaux. Revue internationale PME, 33(1), 13-40.
- Dufty, N. (2012). Using social media to build community disaster resilience. The Australian Journal of Emergency Management, 27(1), 40-45.
- Fallon, C., Thiry, A. et Brunet, S. (2020). Planification d’urgence et gestion de crise sanitaire. La Belgique face à la pandémie de Covid-19. Courrier hebdomadaire du CRISP, (2453-2245), 5-68.
- Garnett, J.L. et Kouzmin, A. (2007). Communicating throughout Katrina : competing and complementary conceptual lenses on crisis communication. Public Administration Review, 67(1), 171-188.
- Garnett, J.L. et Kouzmin, A. (2009). Crisis communication post Katrina : what are we learning ? Public Organizational Review, 9(4), 385-398.
- Gessler, J.-C. (2019). Les pratiques collaboratives des PME françaises pour se développer à l’international (thèse de doctorat en sciences de gestion). Lyon, France, Université de Lyon.
- Ghauri, P., Gronhaug, K. et Strange, R. (2020). Research methods in business studies (5e édition). Cambridge, Cambridge University Press.
- Gilpin, D. (2010). Organizational image construction in a fragmented online media environment. Journal of Public Relations Research, 22(3), 265-287.
- Godener, A. (2002). PME en croissance : peut-on prévoir les seuils organisationnels ? Revue internationale PME, 15(1), 39-63.
- Gonzalez-Herrero, A. et Smith, S. (2008). Crisis communications management on the Web : how internet-based technologies are changing the way public relations professionals handle business crises. Journal of Contingencies and Crisis Management, 16(3), 143-153.
- Hermann, C.F. (1963). Some consequences of crisis which limit the viability of organizations. Administrative Science Quarterly, 8(1), 61-68.
- Holmes, B.J., Henrich, N., Hancock, S. et Lestou, V. (2009). Communicating with the public during health crises : experts’ experiences and opinions. Journal of Risk Research, 12(6), 793-807.
- Hong, P., Huang, C. et Li, B. (2012). Crisis management for SMEs : insights from a multiple-case study. International Journal of Business Excellence, 5(5), 535-553.
- Huang-Horowitz, N.C. (2015). Public relations in the small business environment : creating identity and building reputation. Public Relations Review, 41(3), 345-353.
- Jones, S.C., Waters, L., Holland, O., Bevins, J. et Iverson, D. (2010). Developing pandemic communication strategies : preparation without panic. Journal of Business Research, 63(2), 126-132.
- Kim, S. et Liu, B.F. (2012). Are all crises opportunities ? A comparison of how corporate and government organizations responded to the 2009 flu pandemic. Journal of Public Relations Research, 24(1), 69-85.
- Kulkarni, V. (2019). Is it the message or the medium ? Relational management during crisis through blogs, Facebook and corporate websites. Global Business Review, 20(3), 743-756.
- Laufer, D. (2015). Emerging issues in crisis management. Business Horizons, 58(2), 137-139.
- Lee, S.Y. (2020). Stealing thunder as a crisis communication strategy in the digital age. Business Horizons, 63(6), 801-810.
- Marsen, S. (2020). Navigating crisis : the role of communication in organizational crisis. International Journal of Business Communication, 57(2), 163-175.
- Marynissen, H. et Laude, M. (2020). Communication strategy during crisis : a case study based on the Brussels terror attacks. International Journal of Business Communication, 57(2), 176-193.
- McGuire, D., Cunningham, J.E.A., Reynolds, K. et Matthews-Smith, G. (2020). Beating the virus : an examination of the crisis communication approach taken by New Zealand prime minister Jacinda Ardern during the Covid-19 pandemic. Human Resource Development International, 23(4), 361-379.
- Mejri, I. et Ramadan, M. (2016). Capital social, connaissances et identification d’opportunités entrepreneuriales dans un processus d’internationalisation : cas de la Tunisie. Marché & organisations, 2(26), 189-218.
- Mitchell, R.K., Bradley, R.A. et Wood, D.J. (1997). Toward a theory of stakeholder identification and salience : defining the principle of who and what really counts. The Academy of Management Review, 22(4), 853-886.
- Mitroff, I.I., Shrivastava, P. et Udwadia, F. (1987). Effective crisis management. The Academy of Management Executive, 1(3), 283-292.
- Moss, D., Ashford, R. et Shani, N. (2003). The forgotten sector : uncovering the role of public relations in SMEs. Journal of Communication Management, 8(2), 197-210.
- Ogrizek, M. et Guillery, J.M. (2000).La Communication de crise. Paris, Presses universitaires de France.
- Olsson, E.K. (2014). Dimensions of crisis communication revisited. Journal of Contingencies & Crisis Management, 22(2), 113-125.
- Pearson, C.M. et Clair, J. (1998). Reframing crisis management. Academy of Management Review, 23(1), 56-76.
- Pearson, C.M. et Mitroff, I.I. (1993). From crisis prone to crisis prepared : a framework for crisis management. Academy of Management Perspectives, 7(1), 48-59.
- Pellegrin-Romeggio, F. (2016). La gestion dynamique du risque relationnel par les PME dans l’industrie du voyage en France. Revue internationale PME, 29(3-4), 47-71.
- Ratten, V. (2020). Coronavirus and international business : an entrepreneurial ecosystem perspective. Thunderbird International Business Review, 62(5), 629-634.
- Rossmann, C., Meyer, L. et Schulz, P.J. (2018). The mediated amplification of a crisis : communicating the A/H1N1 pandemic in press releases and press coverage in Europe. Risk Analysis, 38(2), 357-375.
- Roux-Dufort, C. (2003).Gérer et décider en situation de crise. Paris, Dunod.
- Roux-Dufort, C. (2007). Is crisis management (only) a management of exceptions ? Journal of Contingencies and Crisis Management, 15(2), 105-114.
- Spillan, J. et Hough, M. (2003). Crisis planning in small businesses : importance, impetus and indifference. European Management Journal, 21(3), 398-407.
- Stephens, K.K., Malone, P.C. et Bailey, C.M. (2005). Communicating with stakeholders during a crisis : evaluating message strategies. Journal of Business Communication, 42(4), 390-419.
- Sturges, D.L. (1994). Communicating through crisis : a strategy for organizational survival. Management Communication Quarterly, 7(3), 297-316.
- Tan, K.K.-Y., Pang, A. et Kang, J.X. (2019). Breaking bad news with console : toward a framework integrating medical protocols with crisis communication. Public Relations Review, 45(1), 153-166.
- Thielsch, M.T., Röseler, S., Kirsch, J., Lamers, C. et Hertel, G. (2021). Managing pandemics. Demands, resources, and effective behaviors within crisis management teams. Applied Psychology : An International Review, 70(1), 150-187.
- Thiessen, A. et Ingenhoff, D. (2011). Safeguarding reputation through strategic, integrated and situational crisis communication management : development of the integrative model of crisis communication. Corporate Communications, 16(1), 8-26.
- Thiétart, R.-A. et Forgues, B. (1997). Action, structure and chaos. Organization Studies, 18(1), 119-143.
- Vargo, J. et Seville, E. (2011). Crisis strategic planning for SMEs : finding the silver lining. International Journal of Production Research, 49(18), 5619-5635.
- White, C., Plotnick, L., Kushma, J.A., Hiltz, R.H. et Turoff, M. (2009). An online social network for emergency management. International Journal of Emergency Management, 6(3-4), 369-382.
- Yehya, N.A. et Coombs, W.T. (2017). Catalytic defiance as a crisis communication strategy : the risk of pursuing long-term objectives. Business Horizons, 60(4), 463-472.
- Zhao, X., Zhan, M. et Jie, C. (2018). Examining multiplicity and dynamics of publics’ crisis narratives with large-scale Twitter data. Public Relations Review, 44(4), 619-632.