Kontroll i Kaoset - En Fallstudie på Oatlys Kris- och Kommunikationsstrategier

Sammanfattning: Research questions: How do internal and external crisis communication interact with each other and how does this play a role in crisis management in companies that apply brand activism? Purpose: The purpose of this essay is to gain a deeper understanding of how internal and external crisis communication affect each other and how the interaction between these affect the company's crisis management. Methodology: The choice of methodology that was made was based on a hermeneutic research strategy, together with a qualitative research strategy. The investigation was based on an abductive approach where the empirical evidence was collected through a document analysis and a semi-structured interview where the data was analyzed using a thematic analysis method. Theoretical perspectives: According to Heide and Simonsson (2019), internal communication is one of the most important parts of crisis management as it aims to both convey instructions and create loyalty as well as increase commitment. In addition to the internal, the external communication during a crisis is also crucial to manage the consequences of the situation (Crandall et al., 2010, p.151). Furthermore, Greenwood and Van Buren (2010) point out that the aim here, too, is to strengthen reliability as the external as well as the internal stakeholders expect something from the company. The two types of communication are individually important in dealing with a crisis, but both partly pursue the same goal. The purpose is basically to build and maintain relationships with stakeholders where Mitroff (2001) and Heide and Simonsson (2019) claim that it is done through the building of trust and reputation. Result: The study showed how Oatly successfully implements several strategies in its overall crisis communication. By consistently conveying the same message in both external and internal communications, Oatly has created a clear and reliable brand identity. This consistency has been key to building and strengthening trust with both external and internal stakeholders. By actively participating in social issues and not shying away from controversy, they have built a brand characterized by transparency and authenticity. In summary, the study shows that Oatly's success in their crisis communication is not only due to the choices of strategies they have made, but that these have been integrated in a uniform way both inside and outside the organization. Conclusions: The study contributes to the previous research by presenting a different perspective on the external and internal crisis communication that was previously studied separately. The central contribution of the study lies in its endeavor to not only consider external and internal crisis communication as isolated processes, but instead as interacting elements. By examining their interplay, the study provides insight into how organizations can create a unified and effective strategy for managing crises.