Publication Type

Journal Article

Version

acceptedVersion

Publication Date

10-2011

Abstract

In 2008, the Sanlu Group, a former giant in the Chinese dairy industry and a quintessential Chinese organization, was confronted with the melamine-contaminated milk crisis. Its products were blamed for causing at least six babies' deaths and damaging the kidneys of about 294,000 babies. Sanlu was criticized for its crisis handling, which resulted in its collapse several months later. Using the contingency theory of strategic conflict management and Coombs' typology of crisis communication strategies, this study explored Sanlu's crisis management as a mirror to understanding the Chinese approach to crisis management. Findings showed that influenced by political, social, and cultural factors, Sanlu adopted an accommodative stance toward its local government while maintaining an advocacy stance toward the media and consumers. Government relationships, cover-up, and denial were used. Findings also suggested that the Chinese approach to crisis management remains mired in values that differ from best practices of effective crisis management.

Keywords

China, Corporate social responsibility, Crisis management, Melamine-contaminated milk crisis, Sanlu Group

Discipline

Asian Studies | Business and Corporate Communications | Business Law, Public Responsibility, and Ethics | Organizational Behavior and Theory

Research Areas

Corporate Communication

Publication

Journal of Marketing Channels

Volume

18

Issue

4

First Page

247

Last Page

278

ISSN

1046-669X

Identifier

10.1080/1046669X.2011.613318

Publisher

Taylor & Francis (Routledge): SSH Titles

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1080/1046669X.2011.613318

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