INFLUENCE OF CRISIS COMMUNICATION STRATEGIES ON STAKEHOLDERS’ PERCEPTION OF DANA AIR REPUTATION AFTER THE 2012 PLANE CRASH

Abstract

The vulnerability to crisis of the aviation industry requires prompt preparedness to handle a crash at a moment’s notice, especially by providing appropriate and effective communication responses. Previous studies on aviation accidents have focused on strategies employed in the management of crises, with little attention paid to how these strategies have influenced stakeholders’ perception of the airlines’ reputation after the crises. This study was, therefore, designed to examine the Crisis Communication Strategies (CCS) employed by Dana Air to manage the 3 June 2012 plane crash in Lagos, Nigeria, with a view to determining their influence on stakeholders’ perception of the airline’s reputation afterward. The Situational Crisis Communication and Stakeholder theories served as the framework, while the exploratory sequential mixed-methods design was adopted. Stakeholders of Dana Air were stratified into primary and secondary. Key informant interviews were conducted with the following primary stakeholders, who were purposively selected based on their knowledge and expertise on aviation matters: two spokespersons of the Federal Airports Authority of Nigeria, the spokesperson of the Accident Investigation Bureau, two former members of the external public relations agency, a former staff of Dana Air and the aviation editors of four newspapers who covered the incident of the crash. A 12- item questionnaire was administered to 42 available passengers – secondary stakeholders – of Dana Air who had flown with the airline after the crash. In addition, 36 news reports from The Guardian (22) and Punch (14) from 4 to 30 June 2012, the newspapers' coverage period, were analysed. Qualitative data were thematically analysed, while quantitative data were analysed using descriptive statistics. Dana Air employed 10 CCS, which are instructing and adjusting information, confirmation, empathy, commitment/assurance, compensation, victimage, apology, justification, reminder and ingratiation to influence stakeholders’ perception of its reputation after the 3 June 2012 plane crash. Provision of instructing and adjusting information, compensation, commitment/assurance, and communicating with empathy were the frequently employed CCS that portrayed Dana Air as fully responsive and committed to fulfilling the promises made during the crisis. Also, the airline reacted swiftly during the crisis by providing constant information to the public and managed the media fairly by streamlining the release of information through the Corporate Communication Department to avoid ambiguity. Consequently, Dana Air’s license was restored after preliminary investigations revealed nothing wrong with the crashed aircraft. The passengers had a positive perception of the Airline’s reputation based on quality and satisfactory services (91.0%), safety (67.0%) and concern for the risks and safety of flying their aircraft (91.0%). The passengers would patronise Dana Air if they admitted their errors (81.0%) and believed the airline displayed a fairly positive communication competence (52.3%). However, there were low perceptions of Dana Air’s innovation level (38.1%) and awareness of corporate social responsibilities (33.3%). The crisis communication strategies employed by Dana Air in the aftermath of the 3 June 2012 plane crash played a crucial role in the renewed and sustained confidence of the stakeholders in the airline.