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Mabika, M. Khadammbi, Dakalo 2026 2026-06-17T10:08:43Z 2026-06-17T10:08:43Z 2026-05-19 Khadammbi, D. 2026. Corporate Reputation Management during a Social-Mediated Crisis: The Case of Clicks-TRESEmme Controversy. . . https://univendspace.univen.ac.za/handle/11602/3181 Khadammbi D. Corporate Reputation Management during a Social-Mediated Crisis: The Case of Clicks-TRESEmme Controversy. []. , 2026 [cited yyyy month dd]. Available from: Khadammbi, D. (2026). <i>Corporate Reputation Management during a Social-Mediated Crisis: The Case of Clicks-TRESEmme Controversy</i>. (). . Retrieved from Khadammbi, Dakalo. <i>"Corporate Reputation Management during a Social-Mediated Crisis: The Case of Clicks-TRESEmme Controversy."</i> ., , 2026. TY - Thesis AU - Khadammbi, Dakalo AB - While social media now plays a central role in amplifying and managing corporate crises, limited empirical research has examined how organisations respond to and manage reputational crises in the South African social media context. This study examines how Clicks managed its corporate reputation during the TRESemmé controversy in a social-mediated South African context. Using the social-mediated crisis communication model (SMCC) and the image repair theory (IRT) as primary theoretical frameworks, and drawing on supporting insights from the situational crisis communication model (SCCT), the study answers three core questions: how was the Clicks-TRESemmé controversy framed and amplified on social media? Which crisis communication strategies did Clicks use to manage its reputation? And how were public segments and stakeholder engagement reflected in Clicks’ TRESEmmé controversy social media responses during the crisis? The empirical data for this study were collected through a qualitative case study approach. Four Clicks’ official statements, five third-party/external responses and ten public comments were purposely selected from social media platforms and analysed using thematic analysis. The findings show that crisis meaning was co-constructed by various social media actors who challenged Clicks’ crisis response, leading Clicks to lose control over the crisis narrative online. The findings further indicate that Clicks relied primarily on 4 image repair strategies, mortification, corrective action, bolstering and compensation to manage its reputation and restore its image. However, stakeholder responses demonstrated expectations and demands for corporate accountability, ethical responsibility and social responsiveness. The study contributes to social media crisis scholarship by highlighting how socio-cultural factors amplify crisis and affect reputational management in the digital space. DA - 2026-05-19 DB - ResearchSpace DP - Univen LK - https://univendspace.univen.ac.za PY - 2026 T1 - Corporate Reputation Management during a Social-Mediated Crisis: The Case of Clicks-TRESEmme Controversy TI - Corporate Reputation Management during a Social-Mediated Crisis: The Case of Clicks-TRESEmme Controversy UR - ER - M.A. in Communication Media Department of English, Media Studies and Linguistics While social media now plays a central role in amplifying and managing corporate crises, limited empirical research has examined how organisations respond to and manage reputational crises in the South African social media context. This study examines how Clicks managed its corporate reputation during the TRESemmé controversy in a social-mediated South African context. Using the social-mediated crisis communication model (SMCC) and the image repair theory (IRT) as primary theoretical frameworks, and drawing on supporting insights from the situational crisis communication model (SCCT), the study answers three core questions: how was the Clicks-TRESemmé controversy framed and amplified on social media? Which crisis communication strategies did Clicks use to manage its reputation? And how were public segments and stakeholder engagement reflected in Clicks’ TRESEmmé controversy social media responses during the crisis? The empirical data for this study were collected through a qualitative case study approach. Four Clicks’ official statements, five third-party/external responses and ten public comments were purposely selected from social media platforms and analysed using thematic analysis. The findings show that crisis meaning was co-constructed by various social media actors who challenged Clicks’ crisis response, leading Clicks to lose control over the crisis narrative online. The findings further indicate that Clicks relied primarily on 4 image repair strategies, mortification, corrective action, bolstering and compensation to manage its reputation and restore its image. However, stakeholder responses demonstrated expectations and demands for corporate accountability, ethical responsibility and social responsiveness. The study contributes to social media crisis scholarship by highlighting how socio-cultural factors amplify crisis and affect reputational management in the digital space. 1 online resource (vii, 144 leaves): color illustrations en PDF University of Venda UCTD 302.2310968 Social networks -- South Africa Business networks -- South Africa Business enterprises -- South Africa Cliques (Sociology) -- South Africa Corporate Reputation Management during a Social-Mediated Crisis: The Case of Clicks-TRESEmme Controversy Dissertation embargo