Contaminated Communication: TEPCO and Organizational Renewal at the Fukushima Daiichi Nuclear Power Plant

Abstract

This case study examines the postcrisis discourse of Tokyo Electric Power Company (TEPCO) and its executives following the Fukushima Daiichi Nuclear Power Plant crisis of Spring 2011. Using organizational renewal as a framework, we argue TEPCO communicated a desire to rebuild its reputation by being prospective and focusing on the future, emphasizing rebuilding and growth, providing an optimistic message, and communicating information through its leaders. Although TEPCO's postcrisis communication adhered to the tenets of renewal, stakeholders remained skeptical of the organization—likely the result of an inability to foster a strong precrisis relationship with the Japanese public and its government. This study shows how a company can fail to establish renewal among its stakeholders when renewal discourse is not framed successfully.

Keywords:

• Case Study
• Crisis
• Nuclear
• Renewal Discourse
• TEPCO

Additional information

Notes on contributors

Alfred J. Cotton

Alfred J. Cotton, III, is a doctoral student in the College of Communication and Information at the University of Kentucky.

Shari R. Veil

Shari R. Veil is the director of the Division of Risk Sciences and Associate Professor of Communication at the University of Kentucky in the College of Communication and Information.

Nicholas T. Iannarino

Nicholas T. Iannarino is an Assistant Professor in the Department of Language, Culture, and Communication at the University of Michigan-Dearborn.