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2001 Journal of Public Relations Research
doi: 10.1207/S1532754XJPRR1301_2
This study established a 2-step model to measure the economic value of public relations by testing 2 relationships: the impact of public relations expense on reputation as a goal of public relations and the economic impact of reputation on companies' bottom lines. The proposed model illustrated an appropriate fitting, and coefficients were statistically significant. All 3 hypotheses were supported. The proposed 2-stage model for measuring the economic impact of public relations activities was supported by integrating the results of the hypothesis tests. The model containing a latent public relations expense illustrates a new empirical method for public relations evaluation.
2001 Journal of Public Relations Research
doi: 10.1207/S1532754XJPRR1301_3
A comprehensive issues processes model is outlined, based on a typology of 4 key types of publics found in public relations. These groups differ based on their levels of knowledge and involvement and can be labeled active (high knowledge and high involvement), aroused (high involvement and low knowledge), aware (high knowledge and low involvement), and inactive (low knowledge and low involvement). Issue activation encompasses 4 key processes (and a series of subprocesses) that take people from a state of inactivity to activism. Issue response by a targeted organization represents the complementary process. Four principal response strategies are outlined, one for each of the 4 types of publics in the model. These include negotiation (active publics), intervention (aroused publics), education (aware publics), and prevention (inactive publics). Implications and directions for future research are discussed.
2001 Journal of Public Relations Research
doi: 10.1207/S1532754XJPRR1301_4
A cross-cultural, multiple-item scale for measuring organization-public relationships (called Organization-Public Relationship Assessment [OPRA]) was developed not only to fulfill the standards of reliability and validity in measurement but also to acquire cross-cultural comparability. After a discussion of the conceptualization and operationalization of the organization-public relationship construct, the procedures used in constructing and refining a multiple-item scale to measure the construct are described. Four data sets including 2 survey data sets (a total of 535 respondents) and 2 long interview data sets (a total of 32 in-person long interviews) were incorporated in the development of OPRA. Evidence of the scale's reliability, factor structure, and validity is presented. The article concludes with a discussion of the scale's potential applications and theoretical implications.
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