Journal of Public Relations Research

Sha, Bey-Ling

2018 Journal of Public Relations Research

doi: 10.1080/1062726X.2018.1472726

Wirtz, John G.; Zimbres, Thais M.

2018 Journal of Public Relations Research

doi: 10.1080/1062726X.2018.1455146

The purpose of this study was to analyze peer-reviewed research that applied principles of dialogic communication to organizational websites, blogs, and social media. We identified 79 relevant studies and found that 83% reported the results of a content analysis. Only 25% of studies presented a theoretical implication; 75% discussed practical implications. Future research must distinguish between analyzing structural features of web-based organizational communication and studying dialogue. Differences in power and access to resources between organizations and publics should be incorporated into studies seeking to advance a dialogic theory of public relations.

Men, Linjuan Rita; Chen, Zifei Fay; Ji, Yi Grace

2018 Journal of Public Relations Research

doi: 10.1080/1062726X.2018.1455147

This study explored the under-researched topic of leadership communication in the context of startup companies in China. Specifically, this study examined the role of executive leadership in shaping corporate culture and leadership communication purposes, strategies, and channels in startups. Findings were derived through 25 in-depth interviews with entrepreneurs in China, and they suggested that 5 major corporate culture types are prevalent and can coexist at startups, including innovation/adventure, openness, inclusiveness/participation, supportiveness, and aggressiveness/competitiveness. The character and management style of startup leaders shape the culture of the organization. Leadership communication serves various internal and external purposes at the informational, motivational, and behavioral levels. Symmetrical, transparent, authentic, and visionary communications are found to be effective leadership communication strategies at startups. Startup leaders overall prefer using face-to-face communication and mobile social messengers (e.g., WeChat) to communicate with internal and external stakeholders, followed by email and phone. Implications of the findings are discussed.

2018 Journal of Public Relations Research

doi: 10.1080/1062726X.2018.1465260