Journal of Public Relations Research

Caillouet, Rachel Harris ; Allen, Myria Watkins

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0804_01

This study investigates the impression management strategies embedded within messages dealing with the public image of an organization in crisis. Interview data reflected the impression management strategies employees use when discussing their organization's situation with outsiders. The impression management strategies appearing in interview data were compared to those embedded in more public statements (eg.. hearing transcripts, newspaper articles, brochures, and press releases). Ingratiation strategies most frequently occurred in the more public statements. Justification strategies were most common in interview data. Managers and nonmanagers used similar impression management strategies. Strategy use during interviews is explained using social identity theory and responsibility through global association. The implications of this study to public relations practitioners trying to understand and manage employee comments to external audiences are discussed.

Sriramesh, K.; Grunig, James E.; Dozier, David M.

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0804_02

The concept of organizational culture entered the fields of organizational studies, management and organizational communication nearly I5 years ago, but public relations theorists seldom have used it to explain why organizations practice public relations as they do or to explain the effect of public relations activities on culture. This article reviews the literature on organizational culture. It addresses the questions of whether culture can be measured with quantitative scales. or whether it must be observed qualitatively, and whether culture can be managed. We reason that culture can be measured quantitatively, and we developed 48 questionnaire items based on cultural concepts in the literature. These items were included in a questionnaire administered to 4,631 employees in 321 organizations in the United States, Canada, and the United Kingdom that were included in the International Association of Business Communicators Research Foundation-sponsored project. Excellence in Public Relations and Communication Management. Factor analysis produced indices of two dimensions of organizational culture—of participatory and authoritarian dimensions of culture. These indices then were correlated with 55 variables that were used to produce an index of excellence in public relations. Results suggest that culture is neither a necessary nor a sufficient condition for excellence in public relations. Participatory culture provides a nurturing environment for excellence: excellence also can occur in an authoritarian culture. Participatory culture correlates strongly, however, with several variables describing the organizational context—a symmetrical system of internal communication, organic structure, and job satisfaction—suggesting that symmetrical internal communication may be the entry point for public relations practitioners to affect organizational culture and, in turn to begin an incremental process toward excellence in public relations.

Karlberg, Michael

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0804_03

In an attempt to reconcile public relations research with a range of critical concerns, J. Grunig and colleagues have proposed a two-way symmetrical model that reformulates public relations as a more inclusive, balanced, and ethical practice. A contradiction exists, however, between two-way symmetrical theory and the asymmetrical research agenda it perpetuates: an agenda that continues to subsidize commercial and state communications at the expense of other segments of the population. To achieve real inclusion and balance in public relations, research must begin to address the public communications needs and constraints of previously excluded segments of the population

Coombs, W. Timothy; Holladay, Sherry J.

1996 Journal of Public Relations Research

doi: 10.1207/s1532754xjprr0804_04

This study provides a partial test of a symbolic approach to crisis management. The symbolic approach examines the strategies used to respond to crises. The study concentrated on the match between crisis type and crisis response strategy. An experimental design was used to explore how crisis type, organization performance history and crisis response were associated with the image of an organization. Additional analyses explored how causal attributions varied according to crisis type. For the cases tested, the results supported the use of the crisis response strategies recommended by the symbolic approach. The results of the experiment supported the basic assumptions of the approach. The implications and directions for future investigations using the symbolic model are discussed.