Crisis Response across Borders: A Comparative Study of Two Companies’ Image Repair Discourse
Shuhui Sophy Cheng, Donyale R. Griffin Padgett, Vinita Parekh

Abstract
As more companies expand their reach across geographic borders it becomes necessary to understand more about the function and impact of crisis response strategies in cross-cultural contexts. This paper seeks to explore two crisis cases across international borders, including Indian-based Satyam Computer Services’ near-collapse as a result of corporate fraud, and Taiwanese consumer electronics giant BenQ and its insider trading scandal. We examine the crisis response of company officials in the aftermath of events that had both national and global effects. It was evident in these two cases that no singular strategy was implemented. Instead, we find multiple strategies functioned together to repair their tarnished image. Although there is specific evidence to show Western approaches translate across borders, the way strategies are implemented is more culturally specific. The implications of this study point to a further need for developing and understanding the use of more localized responses to crisis situations.

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