Directivos ante situaciones de crisis. El uso de LinkedIn por parte de la CEO de Metro de Madrid durante la borrasca Filomena

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dc.contributor.author Molina Cañabate, Juan Pedro
dc.contributor.author Suau-Gomila, Guillem
dc.date.accessioned 2022-01-28T12:44:07Z
dc.date.available 2022-01-28T12:44:07Z
dc.date.issued 2021
dc.identifier.bibliographicCitation Revista Internacional de Relaciones Públicas. Vol. 22, n. 11 (2021), pp. 199-218. DOI: 10.5783/RIR20P-22-2021-11-199-218
dc.identifier.issn 2174-3681
dc.identifier.uri http://hdl.handle.net/10016/33991
dc.description.abstract La intensa nevada provocada por la borrasca Filomena paralizó España los primeros días de enero de 2021 y provocó pérdidas millonarias en una economía ya de por sí muy debilitada por la crisis del COVID-19. Tan sólo en Madrid, el consistorio de la ciudad estimó que las pérdidas rondarían los 1.398 millones de euros. La ciudad sufrió un fuerte colapso, con problemas de movilidad y abastecimiento. Sólo algunos servicios, como Metro, siguieron funcionando. La consejera delegada de esta Compañía, Silvia Roldán, escribió un post diario en LinkedIn para explicar a los usuarios a qué problemas se enfrentaban día a día y cómo se solucionaban. El presente artículo hace una revisión teórica de la comunicación de crisis e investiga de forma empírica y semántica las publicaciones de Roldán. El objetivo de la investigación es doble. Primero: poner de manifiesto que, en un contexto de crisis, la comunicación directa entre un directivo/directiva con sus públicos reduce la incertidumbre y ayuda a recuperar el equilibro institucional. Segundo: hallar un modelo paradigmático en este tipo de comunicaciones / relaciones con stakeholders específicos.
dc.description.abstract In January 2021, the storm Filomena paralysed Spain. One of the most affected cities was Madrid, which suffered a general collapse for several days. Metro de Madrid (underground railway company and one of the most popular public services in the city) continued to provide service to its users. Silvia Roldan (CEO of Metro de Madrid) wrote a daily post on LinkedIn to explain to users what problems they were facing, how they were being solved and how the service was ensured. Metro de Madrid is an underground railway company that was inaugurated in 1919. It extends over 294 kilometres distributed in 302 stations. It employs 7,000 persons. Other data of Metro de Madrid are: 2,400 cars, 8,758 security cameras, 1,263 vending machines, 2,424 tele-indicators, 1,703 escalators, 541 lifts and 5,386 intercoms. "LinkedIn is a social network that has a great attraction, you are addressing a professional audience, which judges you on the basis of the work you do", says the CEO of Metro de Madrid in an interview conducted to illustrate this research. This research is based on two hypotheses: 1) In a crisis context, direct communication between a company's executive and stakeholders reduces uncertainty and helps to restore institutional equilibrium; and 2) It is possible to find a paradigmatic model in this type of communication with specific stakeholders. This research carried out a quantitative and qualitative analysis using a content analysis of Roldan’s posts on LinkedIn during this crisis and an interview with the CEO of Metro de Madrid. This case gives us some lessons in communication as main results. LinkedIn is an optimal platform for crisis communication, especially if we want to transmit moderately long messages, with nuances, aimed at a professional audience willing to listen and dialogue. Roldan’s colloquial and friendly tone used in her posts are justified in this case (Filomena crisis). She is CEO of the company, direct witness of the facts and responsible for the solutions that are implemented. She uses the first-person narrative, which produces closeness and is a good remedy against uncertainty. It complements institutional messages, transmitted through institutional media and channels, which use a more aseptic and formal tone. The use of photographs in the published posts establishes an emotional links between the author of the post and readers. Readers feel like a direct witness of the facts, especially when the photograph is a subjective close-up. LinkedIn, despite not being Metro de Madrid's main communication channel, is a useful and valuable platform for communicating in emergency situations, even in a more personal and less institutional way than other platforms. Perhaps its greatest virtue is to target a professional and specialised audience, which can be proactive in the resolution of an emergency. The use of LinkedIn in emergency situations is still under-researched compared to other social platforms such as Twitter, Facebook, WhatsApp or Instagram. This article is part of the competitive research project: “Crisis and emergency communication in Social Media. Study of its use in Spain and design of information protocols for institutions and media (COMCRISIS - PID2019-109064GB-I00)” granted and funded by the Ministry of Science and Innovation of the Spanish Government.
dc.description.sponsorship Gobierno de España. Ministerio de Ciencia e Innovación
dc.format.extent 20
dc.language.iso spa
dc.publisher Instituto de Investigación en Relaciones Públicas. Universidad de Málaga
dc.rights Atribución 3.0 España
dc.rights.uri http://creativecommons.org/licenses/by/3.0/es/
dc.subject.other Comunicación
dc.subject.other Metro Madrid
dc.subject.other Linkedin
dc.subject.other Crisis
dc.subject.other Filomena
dc.subject.other Communication
dc.title Directivos ante situaciones de crisis. El uso de LinkedIn por parte de la CEO de Metro de Madrid durante la borrasca Filomena
dc.title.alternative Senior managers in crisis situations. The use of LinkedIn by the CEO of Metro de Madrid during the storm Filomena
dc.type article
dc.relation.publisherversion http://revistarelacionespublicas.uma.es/index.php/revrrpp/article/view/717
dc.subject.eciencia Ciencias de la Información
dc.identifier.doi 10.5783/rirp-22-2021-11-199-218
dc.rights.accessRights openAccess
dc.relation.projectID Gobierno de España. COMCRISIS - PID2019-109064GB-I00
dc.type.version publishedVersion
dc.identifier.publicationfirstpage 199
dc.identifier.publicationissue 22
dc.identifier.publicationlastpage 218
dc.identifier.publicationtitle Revista internacional de relaciones públicas
dc.identifier.publicationvolume 11
dc.identifier.uxxi AR/0000029442
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