| Mapping the Challenges of COVID-19 from the Point of View of Organisational Communication |
| Table 1. | Communication Journals Included in the Sample and the Number of COVID-Related Articles in Them (2020–Mid-2022). | 24 |
| Table 2. | Codes and Preliminary Findings Based on Pandemic Communication Research. | 25 |
| Fig. 1. | A Preliminary Model of Central Aspects of Organisational Pandemic Communication. | 31 |
| Crisis Communication at the Intersection of Responsibility and Consumer Engagement Opportunity: A Case Study of Ryanair Tweets During the COVID-19 Pandemic |
| Table 1. | Keywords in the Ryanair 2022 Corpus. | 44 |
| Table 2. | Top 5 Two-Word Clusters of Government and Country. | 46 |
| Table 3. | Two-Word Clusters of Anti and a Vaccination-Related Word. | 47 |
| Table 4. | Top 5 Two-Word Clusters of Account. | 50 |
| Negotiations in Various Crisis Situations |
| Table 1. | Researched Categories and Associated Codes. | 63 |
| What’s Happening at Your Company?! Employees’ Reactions to Inquiries of Outsiders in the Event of Negative Media Coverage |
| Fig. 1. | Theoretical Models. | 80 |
| Table 1. | Results of Confirmatory Factor Analysis (CFA). | 85 |
| Fig. 2. | Structural Model Assertive Reactions. | 86 |
| Fig. 3. | Structural Model Defensive Reactions. | 87 |
| Taliban’s Communication on Afghan Women: Narratives and Image Repair Strategies After the Kabul Takeover |
| Table 1. | Taliban’s Communication Strategies on Afghan Women. | 101 |
| Fig. 1. | Taliban’s Narrative Stages. | 102 |
| Crisis Communication Challenges in Czech Pandemic Education: Recommendations for Strategic Communication in the Public Sector |
| Fig. 1. | Proportion of Directors Who Agree With the Statements by Scores 10–8 on 10-Point Scales (Strongly Agree). | 119 |
| Fig. 2. | Long-Term Goals for the Czech Ministry of Education Towards Communication. | 122 |
| So Close, Yet So Far? Effects of Privatisation and Communicative Strategy on the Perceptions of Stakeholders in Corporate Crises |
| Fig. 1. | Results of the Moderated Mediation Analysis With Affective Image of the CEO as Dependent Variable. | 136 |
| Fig. 2. | Results of the Moderated Mediation Analysis With Cognitive Image of the CEO as Dependent Variable. | 136 |
| Fig. 3. | Results of the Moderated Mediation Analysis With Affective Image of the Organisation as Dependent Variable. | 137 |
| Fig. 4. | Results of the Moderated Mediation Analysis With Cognitive Image of the Organisation as Dependent Variable. | 138 |
| Stimulus A.1. | Information on a Cyber Security Crisis at the Company. | 142 |
| Stimulus A.2. | Crisis Statement of the CEO (Rebuild Strategy). | 143 |
| Stimulus A.3. | Crisis Statement of the CEO (Deny Strategy). | 144 |
| Understanding Factors That Influence Risk Perception in Strategic Communication: The Case of CCUS Communication |
| Fig. 1. | Distribution of Articles on CCUS Topics in Romania per Year (n = 61). | 151 |
| The Effects of Corporate Philanthropy on Reputation Following Natural Disasters: The Benefits of Helping When Hurting |
| Table 1. | Experiment 1: ANOVA Descriptive Statistics. | 166 |
| Table 2. | Experiment 1: Scepticism t-test Descriptive Statistics. | 166 |
| Table 3. | Experiment 2: t-test Descriptive Statistics. | 167 |