Issues and crisis management : James Hardie Industries

Gwyneth V. J. Howell

    Research output: Chapter in Book / Conference PaperChapter

    Abstract

    This chapter examines how in 2001 James Hardie Industries, Australia’s dominant asbestos producer, used proactive issues management to limit media coverage and influence government policy related to its asbestos liabilities. The chapter then traces the company’s failures to manage the resulting crisis using reactive public relations when its external publics and the intervening public (media interests) became alerted to the corporation’s agenda in 2004. A comparison of the tactics employed in these two campaigns is described.
    Original languageEnglish
    Title of host publicationPublic Relations Campaigns
    EditorsMark Sheehan, Robinia Xavier
    Place of PublicationSouth Melbourne, Vic.
    PublisherOxford University Press
    Pages189-205
    Number of pages17
    ISBN (Print)9780195559101
    Publication statusPublished - 2009

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