User:Ssprak/sandbox
 | This is a user sandbox of Ssprak. You can use it for testing or practicing edits. This is not the sandbox where you should draft your assigned article for a dashboard.wikiedu.org course. To find the right sandbox for your assignment, visit your Dashboard course page and follow the Sandbox Draft link for your assigned article in the My Articles section. |
== Crisis Management ==
During the first two and a half months, which included six of the fourteen successful suicides, Foxconn took a "no comment" approach to their business crisis.[1] Foxconn left their crisis situation vulnerable to media attacks by taking a "no comment" approach, which allowed the media to fill in their own information about the suicides.[2] Li and Xu made a statement, in their case study about the business's suicides, that, "Foxconn's series of employee suicides were severe events in the mind of the general public, and its 'no comment' strategy led to a more negative perception of its reputaion and severe consequences."[3] After the sixth suicide, Liu Kun, a spokesperson for Foxconn, stated that they were handling the crisis.[1] He also started using a "denial strategy" to avoid any blame for the suicides and instead directed the fault at "the victims and societal problems."[1]
One of the ways Foxconn started handling the crisis was to require that employees sign a waiver stating that Foxconn would not be made liable if any individuals were to commit suicide.[4] This, however, caused more troubles for Foxconn; therefore, they eventually retracted the document.[4] After they removed the waiver, they installed safety nettings around the facility to prevent future suicides.[4] Foxconn also implemented a pay raise from 950 yuan to 1200 yuan but they in turn increased their quota by twenty percent as well.[5] Lastly, Foxconn opened their doors to two-hundred journalists.[1] Foxconn informed the writers that they were taking extra steps for the future; which included safety nettings and more help hotlines for employees to be able to call.[1]
| This is a user sandbox of Ssprak. You can use it for testing or practicing edits. This is not the sandbox where you should draft your assigned article for a dashboard.wikiedu.org course. To find the right sandbox for your assignment, visit your Dashboard course page and follow the Sandbox Draft link for your assigned article in the My Articles section. |
- ^ a b c d e Li, W; Xu, K (1 October, 2013). "An Ethical Stakeholder Approach to Crisis Communication: A Case Study of Foxconn's 2010 Employee Suicide Crisis". Journal of Business Ethics. 117 (2): 371–386. doi:10.1007/s10551-012-1522-0. S2CID 153590623.
{{cite journal}}: Check date values in:|date=(help) - ^ Carroll, Archie; Buchholtz, Ann (2012). Business and Society. Stamford, CT: Cengage Learning. p. 168.
- ^ Li, W; Xu, K (1 October, 2013). "An Ethical Stakeholder Approach to Crisis Communication: A Case Study of Foxconn's 2010 Employee Suicide Crisis". Journal of Business Ethics. 117: 377.
{{cite journal}}: Check date values in:|date=(help) - ^ a b c Heffernan, Margaret (August 7, 2013). "What Happened After the Foxconn Suicides". CBS. Retrieved April 12, 2017.
- ^ Ngai, Pun; Chan, Jenny (June 29, 2012). [file:///C:/Users/User/Downloads/FoxConn%20Experience%20(4).pdf "Global Capital, the State, and Chinese Workers: The Foxconn Experience"] (PDF). Modern China: 383–410. doi:10.1177/0097700412447164. S2CID 151168599.
{{cite journal}}: Check|url=value (help)