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2024 Journal of Public Relations Research
doi: 10.1080/1062726X.2023.2261576
Relationships are complex, multifaceted, and complicated phenomena, both in practice and study. Additionally, while research regarding the ways in which religious organizations practice public relations is growing, this area of public relations scholarship is still in its infancy with a limited understanding regarding the practice of public relations by religious organizations and the outcomes of their efforts. Thus, to contribute to gaps in public relations theorizing on relationship management and engagement, and gaps in the literature on religious organization and stakeholders, this study interviewed 28 megachurch communication employees to assess their relational engagement strategies and goals. Findings reveal that religious organizations encourage the formation of six relationships between five entities through their public relations efforts. This study proposes the Devotional-Promotional Relational Engagement Model as a new model of relational engagement, which highlights the six strategic relationships organizations cultivate.
2024 Journal of Public Relations Research
doi: 10.1080/1062726X.2024.2311147
CEO activism has the potential to inspire employees’ activism and engender a broad societal impact. Yet, few studies have provided empirical evidence exploring the impact of CEO activism on employees’ cognition, emotion, and behavior. Drawing on multidisciplinary insights from moral psychology theories, signaling theory, social learning theory, and build-and-broaden theory of positive emotions, we theorize a conceptual framework that delineates how CEOs’ communication stressing the moral value of ethics of care triggers employees’ other-directed positive moral emotions of gratitude, admiration, and elevation, which in term enhance employees’ perceived organizational virtuousness and their advocacy behavioral intentions in accord with the CEOs’ stances. The framework was supported by an online survey with 575 full-time U.S. employees. Our study sheds light on how CEOs can unleash the power of their activism in promoting a moral climate within their organization and producing a collective impact among their followers to enhance societal well-being.
2024 Journal of Public Relations Research
doi: 10.1080/1062726X.2023.2253941
This study investigates the relationship between the perceived quality of dialogic CSR communication and perceived trust and brand loyalty. It explores the potential mediation of online brand community engagement (OBCE) intention and the perceived authenticity of CSR communication in this relationship. A survey was conducted using a representative sample of US adult consumers (N = 1,022). All hypotheses were supported by demonstrating (1) the direct linkage between perceived quality of dialogic communication and perceived authenticity, as well as OBCE intention; (2) the direct connection of OBCE intention to trust and brand loyalty; (3) the indirect linkage between perceived quality of dialogic communication and brand loyalty, which were mediated through OBCE intention and trust. The results affirmed that trust operates as a mediator in the relationship between perceived dialogic communication and brand loyalty. Furthermore, the findings suggest that OBCE intention acts as a catalyst that enhances trust in the company and brand loyalty by heightening the perceived authenticity of dialogic communication.
Kim, Katie Haejung; Xu, Hao; Rim, Hyejoon
2024 Journal of Public Relations Research
doi: 10.1080/1062726X.2023.2215886
The current study examines the effects of a bottom-up CSR approach, as compared to a top-down CSR approach, on consumer publics’ evaluation of CSR practices. By applying dialogic communication as a theoretical lens, this study also investigates the mediating effects of perceived dialogic organizational – employee communication in such relationships. Through a between-subject online experiment, the results showed that when a CSR program was implemented with a bottom-up approach (vs. a top-down approach), consumer publics perceived a higher level of organization – employee dialogic communication. Such perception, in turn, results in consumer publics’ favorable attitude toward the company, purchase intentions, and supportive behavioral intentions of CSR practices. In addition, the positive effects of the bottom-up CSR approach on consumer publics’ corporate evaluations via the mediation of perceived dialogic organization – employee communication were greater for individuals with higher levels of corporate distrust than those with lower levels of corporate distrust. The study extends our understanding of the value of dialogic communication in public relations and CSR communication.
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