Journal of Public Relations Research

Dyer, Samuel Coad

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0803_01

This article operationalizes an agenda-setting model for research in public relations issue monitoring. Using adaptations of Manheim's (1987) content dimensions of the media agenda, content analysis strategies are developed for each of the 3 main variables of: (a) agenda issue salience (audience perceived issue importance), (b) valence (positive, negative, or neutral media portrayal), and (c) visibility (amount of media coverage). Using a mathematical model and valuing each variable judgmentally or empirically as +1, 0, or -1 and based on suggested operationalizations of each of the 3 media agenda variables. 27 media agenda situations are developed (a 3 x 3 x 3 factorial design). The interaction of the 3 media agenda variables yields a weighted media agenda value of +3 to -3 describing a range of 7 possible media agenda content states (MACS). The 27 descriptive scenarios and the 7 MACS could assist public relations practitioners in diagnosing media agenda content and managing strategy and tactics based on those findings.

Heath, Robert L.; Abel, Douglas D.

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0803_02

A research project was conducted to further test the approach to risk communication, which assumes that the information provided by the chemical industry to the members of surrounding communities needs to be that which members of those communities believe will give them more control over the risks they encounter due to the manufacturing and transportation operations occurring there. This study discovered that communities that engage in more extensive efforts to create emergency response systems and inform residents of those measures increase the risk tolerance of community members. Three cities in which extensive chemical manufacturing and transportation operations occur were used to generate comparative data to estimate the effectiveness of communication efforts and to determine whether zones of meaning and networks of influence are being established. The conclusion of this research is that when community officials provide emergency response systems and the information citizens need to protect themselves in the event of an emergency, those efforts can be demonstrated to foster support for the industry.

Petersen, Barbara K.; Martin, Hugh J.

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0803_03

An exploratory study of chief executive officers (CEOs) in Florida nonbanking public companies found that top executives do not perceive investor relations to be part of the public relations function. A mail survey (31% response rate) revealed these CEOs favor financial affairs executives and departments to supervise and conduct investor relations, and they perceive both the investor relations and public relations functions to be more technically than managerially oriented. These findings corroborate concerns of encroachment in public relations by those without public relations training or experience. The study also raises the larger question of whether public relations practitioners could be trained in such a way to garner CEO support for a role in the investor relations function.