14 pages., via online journal., Issue arenas, as places for societal discussions, have recently been studied as an important aspect of organizational environments. While a fundamental part of any issue arena is the distinction between active and passive actors, empirical analyses have mainly focused on active stakeholders. We approach issue arenas as communication networks in which active stakeholders discuss topics and involve passive stakeholders. Based on network theory, we introduce an automated method for mapping these issue arenas on Twitter. In particular, we combine manual coding of active stakeholders, and automated semantic network analysis of addressed, passive stakeholders and their topics of discussion. Empirically, we focus on the issue of bird flu affecting poultry farming in the Netherlands from 2015 to 2017 with a sample of 704 Twitter messages. Instead of pre-defining a set of stakeholders for the analysis, our approach to study communication networks in online settings allows for mapping issue arenas based on the stakeholders that communicate about the topic.
20 pages., via online journal., In a crisis situation, communication is an important asset for safeguarding the reputation of an organization. The communication strategy that is used in a crisis influences the way people perceive the crisis. While extensive research is conducted and clear communication guidelines about crisis communication are provided, current research tends to focus on a single actor in a crisis within a homogeneous stakeholder group. In this article, we analyze whether and how different groups of stakeholders frame a crisis and the extent to which they attribute responsibility for the crisis to actors. The case concerns the use of an illegal lice detergent (fipronil) in eggs in the Netherlands in the summer of 2017. Based on the analysis of Twitter data related to the case using multiple methods (network analysis, a longitudinal analysis and the annotation of a sample of tweets), this study shows that a seemingly simple case in a single sub-arena has different subgroups that use different frames and attribute different responsibilities to different stakeholders. This result implies that a reconsideration of communication strategies during and after a crisis is needed.
