Journal of Public Relations Research

Herrero, Alfonso González; Pratt, Cornelius B.

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0802_01

This article presents an integrated four-step symmetrical model for the effective management of crises. Although the model is also applicable to the management of accidental and operational crises, it is formulated primarily for those crises whose occurrence is more likely a consequence of the inherent fallibility of management—that is, mismanagement. It is based on Grunig's situational theory and on the emerging theoretical framework of issues management—that is, on an early identification, redirection, or influence of issues. A biological analogy is used to suggest an early crisis intervention that averts further development of a potentially troublesome issue. The model incorporates both proactivity and symmetry and has three overarching principles: issues management, planning-prevention, and implementation. Two widely known corporate crises—Intel's Pentium flaw and McDonald's hot coffee spill—are used to illustrate the model.

Lariscy, Ruth Ann Weaver; Sallot, Lynne; Cameron, Glen T.

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0802_02

This study contrasts how men and women in public relations perceive a global standard of justice with how they experience justice issues instrumentally. Many of the differences that exist between men and women in public relations may be explained by the inherent differences between symbolic and instrumental beliefs about these issues. The general impression derived from a survey of the literature is that the ideal of justice and the reality of women's experiences continue to diverge in many areas, despite considerable progress. (D. H. Broom, 1984, p. xv)

Wyatt, Robert O.; Smith, Sharon S.; Andsager, Julie L.

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0802_03

Although journalists, public relations practitioners, and the general public have common interests in protecting media rights, public support for those rights is historically weak. The boundary-spanning function of public relations—which relies in part on First Amendment rights—implies that practitioners might bridge the gap between the public's and the media's perspectives. To better understand support for media rights, we surveyed samples from all three groups. The public was least likely to support the 26 media rights addressed in the survey. Public relations practitioners' support fell between that of the public and journalists.