Journal of Public Relations Research

Illia, Laura; Lurati, Francesco; Casalaz, Rita

2013 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.758581

The situational theory of publics demonstrates that stakeholders are best segmented into active publics, given their high problem recognition, low constraint recognition, and high level of involvement in an issue. This study further demonstrates that low identification with an issue is significant as the public's situational drivers are increased by a high ethnocentric bias. This argument is investigated with regard to a specific type of public: journalists. The results confirmed previous discussions of how a specific public's situational behavior might be influenced by a referent criterion representing a biased mindset of that public toward the topic.

White, Judith McIntosh; Wingenbach, Gary

2013 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.758582

This study sought to discover differences in beliefs between public information officers (PIOs) and mass media journalists regarding health coverage. In Internet surveys of 2 randomly selected samples of PIO and journalist members of the National Association of Science Writers, respondents (N = 190) indicated levels of agreement/disagreement with 19 belief statements concerning professional practices and mass media coverage of science, health, and technology issues. Statistically significant differences were found between the 2 groups on 10 statements. These differences may help to explain—and to resolve—disparities and disconnects between the 2 regarding agenda-setting and perceived relative importance of health-related issues.

Meng, Juan; Berger, Bruce

2013 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.758583

This study investigates the role of leadership in facilitating strategic communication management and effective public relations practice by proposing a set of dimensions measuring corporate communication executives’ perceptions on leadership. A measurement methodology was applied and suggested to facilitate empirical investigation. Data from two groups of senior corporate communicators and public relations executives (N = 384) nationwide were used to assess the validity and reliability of proposed leadership dimensions that contribute to effective communication management. Results from both groups demonstrated strong support for the proposed higher-order measurement model. The analysis suggested that 6 major dimensions (self-dynamics, team collaboration, ethical orientation, relationship building, strategic decision making capability, and communication knowledge management capability) are crucial for communication executives to expand their influence in the institutional context and generate desired communication outcomes. The findings offer insights on both leadership and corporate communications that may account for significant nonfinancial indictors of organizational effectiveness.

Smith, Brian G.; Place, Katie R.

2013 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.758585

The emerging integrated environment for communication functions has put public relations in a potentially compromising position. In particular, literature reviews reveal scholar concerns about an inferior technical role for public relations practitioners. The question of integrating communications may be a question of power: whether the public relations function enacts influence, authority, or capacity to affect decision-making within an integrated organization. This study explores perceptions of 20 public relations professionals in an integrated communication structure. Results show that public relations may gain the ability to enact influence through social media acumen and the interconnected structure of communications, in which practitioner expertise, information, and knowledge may lead to more influence.

Lee, Hyunmin; Park, Hyojung

2013 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.739103

Assessing Web site interactivity from the contingent message interactivity perspective, this study investigated whether message interactivity of organizational Web sites and blog sites influence perceptions of relationship management and reputation. Guided by interactivity, relationship management, and organizational reputation theories, this study found that regardless of familiarity of the company, people evaluated organizations that responded back to their comments as more trustworthy and committed, and as having better control of mutuality and communal relationships, and higher satisfaction, compared to organizations that did not respond back. Additionally, high contingent message interactivity projected higher organizational reputation compared to low contingent message interactivity, regardless of familiarity.