Journal of Public Relations Research

Wang, Qi; Ni, Lan; De la Flor, Maria

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.795864

This study develops and tests an intercultural competence model of strategic public relations management in the Peruvian mining industry. The model proposes that public relations practitioners' trait-level intercultural competence (empathy, open-mindedness, and flexibility) affect their perceptual-level competence (anxiety and uncertainty management), which in turn influence their behavioral-level competence (public relations practices) and the consequent relational quality with the publics. Structural equal modeling was used to analyze the data from 90 practitioners with rich intercultural public relations experiences. Results indicated that trait competence components worked differently in reducing practitioners' uncertainty and anxiety. Such distress reduction enhanced the use of symmetrical and two-way public relations. Finally, symmetrical public relations and lowered anxiety increased practitioners' perceptions of trust and control mutuality in the relationships their organizations had with the publics. The model's theoretical and practical implications are discussed.

Sohn, Y. J.; Lariscy, Ruthann Weaver

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.795865

To better understand the nature of reputational crisis, this study examined two crisis events using the corporate ability (CA) and corporate social responsibility (CSR) crisis categorization frameworks. This scenario-based experimental study validates the usefulness of the CA–CSR crisis categorization by demonstrating that not only do people actually discern differences between these two types of crises, but their awareness of a crisis type also influences their interpretation of the crisis, as well as their perceptions of and attitudes toward the target firm. In particular, this study shows that a CSR crisis, versus a CA crisis, is interpreted more seriously and, consequently, causes heavier damage to the evaluation of the firm. In addition, the halo effect of a favorable prior reputation was found in the CA crisis condition, but not in the CSR condition. Based on these findings, this study suggests that the recognition of CA and CSR crises provides a boundary condition, which determines divergent effects of crises on perceivers' evaluation of the target firm.

Guillory, Jamie E.; Sundar, S. Shyam

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.795866

This study investigates the effects of different levels of Web site interactivity on individuals' perceptions of an organization's reputation. The underlying theoretical mechanism for this relationship was explored by statistically investigating the mediating role of 3 variables—perceived customization, involvement, and liking—using bootstrapping analysis. Results indicate that the level of Web site interactivity positively influenced participants' perceptions of the organization's reputation, with liking and involvement fully mediating this relationship. These findings demonstrate the theoretical complexity of interactivity—it can at once attract users peripherally with likeable aesthetics and engage them centrally with features that involve them. Theoretical and practical implications are discussed.

Kim, Sora; Sung, Kang Hoon

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.795867

This experimental study found that employing reputation management crisis-response strategies was no better than adopting only the base crisis-response strategy (i.e., instructing and adjusting information) in terms of generating positive responses from the public. Two-sided messages (i.e., sharing both positive and negative information) in crisis communication were found to be more effective than one-sided messages in a victim crisis. In addition, even in a preventable crisis, one-sided messages (i.e., sharing only positive information) were not more effective than two-sided messages. Finally, the study found little support for Situational Crisis Communication Theory (SCCT)'s recommendations for the best crisis response strategy selections.

Jin, Yan

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2013.848143

Integrating the discrete emotions and emotional dimensionality theories in crisis communication research, a 2 (emotional type: anger vs. sympathy) × 2 (emotional intensity: high vs. low) between-subjects experiment using a random general public sample was designed to examine the variance in publics' crisis coping strategies and their acceptance of different organizational crisis responses, as a function of crisis-induced anger and sympathy of different intensity. Differential influences of emotional type and intensity on coping and crisis response preferences were found. Interaction effects revealed: (a) more intense sympathetic feelings lead to higher likelihood of conative coping preference; (b) more sympathy at low intensity contributes to more preference of active cognitive coping and acceptance of accommodative organizational responses; and (c) more intense anger is related to acceptance of more defensive crisis response such as scapegoating.