Journal of Public Relations Research

Hallahan, Kirk

2002 Journal of Public Relations Research

doi: 10.1207/S1532754XJPRR1404_1

Ivy Lee's work on behalf of the Rockefellers and the coal mine operators in the aftermath of the bitter Colorado coal strike of 1913-1914 was a milestone in early public relations. Based primarily on original manuscripts, this historical study chronicles Lee's work as a consultant in 1914 and as a Rockefeller staff member in 1915. Lee's best-known activity was a series of controversial informational bulletins targeted at opinion leaders. He also engaged in government relations, conducted some media relations, and provided advice on how the Colorado Fuel & Iron Company could improve labor relations. The findings provide no support for claims that Lee was intentionally deceptive, but supports a contradiction thesis, which suggests a gap existed between Lee's espoused principles of publicity and his actions. This contradiction can be explained by the fact that Lee worked in less than ideal circumstances.

Heath, Robert L.; Bradshaw, Julie; Lee, Jaesub

2002 Journal of Public Relations Research

doi: 10.1207/S1532754XJPRR1404_2

This study examined the impact of the risk communication infrastructures-local emergency planning committees (LEPCs) and citizens advisory committees (CACs)-on risk communication activities in communities where chemicals are manufactured, stored, and transported. Findings indicated low unawareness of both types of organizations and low use of such organizations as information sources or forums for voicing concerns. These organizations played a minor role in communication activities in the community that lacked local city government. Findings suggested that a fully functioning communication infrastructure leads to a healthier community that responds to risks as manageable uncertainties. Infrastructures that can exert little control and are weak cannot be corrected simply by the creation of such committees as LEPCs and CACs. In addition, problem recognition, uncertainty, control with approval, involvement with stake, and knowledge are the focal variables motivating active communication behaviors.