Hijacking an Organizational Crisis: A multiple case study on how organizational crises can be used to highlight narratives about Sweden

Abstract: This study analyzes the influence techniques applied when hijacking an organizational crisis in order to construct a larger narrative about Sweden. By applying the concepts of narration, mythical speech and moral culture, the study investigates which narrative techniques are applied to generate engagement in disinformation narratives. This was done through conducting a qualitative content analysis of Twitter posts published during the first two months of the organizational crises. During the data analysis, four patterns were identified, including: providing incoherent narratives, inflicting victimhood status, generating a backlash against victimhood morals as well as framing and ignoring organizational responses. The patterns suggest the emergence of a third party which uses the organizational crises to further specific political agendas. Specifically, this is done by taking advantage of different cognitive vulnerabilities and human principles, which connect the organizational crises to broader topics. On this basis, the findings of the study challenge the dominant perspective on how social media platforms can be used as strategic communication tools in times of crisis. The study suggests that the new actors need to be integrated in strategic planning and crisis prevention plans, in order for organizations to use social media platforms as strategic crisis communication tools.