Journal of Public Relations Research

Barnoy, Aviv

2022 Journal of Public Relations Research

doi: 10.1080/1062726X.2022.2077347

With technologies making sources more accessible than ever before, journalists’ prime concern is no longer obtaining data; but rather sorting information out – undermining the traditional role of information subsidies. This study exposes for the first time a unique form of “epistemic subsidies,” suggesting a new explanation for PR-journalists’ paradoxical relations. Using a mix of quantitative and qualitative reconstructions, in which Israeli news reporters from national news outlets accounted for the sources they used (N = 1,147), this paper reaffirms the persistence of the paradox, while shedding new light on it, showing that the relationship is based on reliability rather than trust. Information from PR sources is communicated to journalists in a significantly more reliable way than from non-PR – making reliance much safer. Analyzing the findings with a framework that is based on social epistemology and the intereffication theory, the paper suggests that the epistemically-virtues practices of PR act as “inductions,” which could result from an “adaptation” to journalists’ increasing epistemic needs. Findings also reopen the normative debate about the implication of reliance on PR, indicating that such reliance reduces vulnerability to factually incorrect messages, while not defending journalists from misleading messages or “spins.”

Rim, Hyejoon; Xu, Hao; Dong, Chuqing

2022 Journal of Public Relations Research

doi: 10.1080/1062726X.2022.2071273

Drawing from balance theory, this study examines how publics respond to CSA in terms of their identification with the company and attitude toward the company depending on their balanced state and preexisting company attitude valence. Using real companies, two online experiments were employed by replicating different social issues: abortion and gun legislation. The results showed a greater degree of consumer-company identification and company attitude changes, respectively, when people experience an imbalanced state than a balanced state. The study also showed that control mutuality perception weakened such interactions, suggesting the role of equated bilateral relationships in how publics restore the balanced state. Theoretical and practical implications were discussed.

Quichocho, Danielle; St. John, Burton

2022 Journal of Public Relations Research

doi: 10.1080/1062726X.2022.2088537

In the fall of 2018, fracking interests in Colorado initiated a public relations campaign against Proposition 112 – a measure that these interests perceived as an emergent threat to their continued viability. This thematic analysis reviewed the messaging used by the industry and its supporters as it appeared across 1,515 text articles (e.g., news accounts, op-eds, etc.) and 38 Facebook posts. We found that pro-fracking messages, rather than concentrating on the quality of the ideas offered in support of fracking (e.g., facts and data) often chose to emphasize connections to the lived experiences of the audiences. As such, this work offers an exploratory model of this phenomena called the Circuit of Culture/Narrative Paradigm Nexus Model, which includes as components values, aesthetics, and resonance. This model offers both a theoretical and applied framework for how an organization may affirm alliance with key audiences, especially when detecting an emergent threat to its continued existence.

Yue, Cen April

2022 Journal of Public Relations Research

doi: 10.1080/1062726X.2022.2093881

This study examined how employees’ perceptions of organizations’ use of bridging and buffering public relations strategies affected their positive responses to organizational change. Drawing from two theoretical frameworks (i.e., social exchange theory and the strategic management of public relations), the current study tested three models that had employees’ openness to change as a mediator and three forms of behavioral support (i.e., compliance, cooperation, and championing) as outcomes. Through an online survey of 439 employees in the United States, this study found that perceived bridging strategies effectively induced employees’ openness to change, which in turn resulted in stronger behavioral compliance, cooperation, and championing for change. By contrast, while a perceived buffering strategy had a direct and positive association with employees’ compliance and cooperation, it did not enhance employees’ championing for change. Furthermore, perceived use of buffering strategies did not lead to employees’ openness to change.