Gives the dictionary definition of "communications," and then suggests that communications is the last act in the process of public relations. Presents hypothetical situations to show that PR is the final implementation step in a management process rather than just "communications." Argues that some companies, however, use…

States that issues management has been around for 20 years, but has failed to achieve the widespread attention it deserves. Offers possible reasons for its failure, including being a victim of its own success. Provides an updated literature survey on the subject. Reviews how public policy process works and how issues develop. Describes various…

Points out that consumer product recalls are a pervasive phenomenon of enormous consequence: (1) product recalls are quantitatively and qualitatively significant; (2) product recalls vary in effectiveness; (3) numerous variables influence recall effectiveness; and (4) despite the great variance in recall outcome, and the plethora of variables, it…

Discusses how organizations can cope with opposition and thwart unsound pressures for change. Advocates knowing the situation and the climate, knowing the people involved, knowing the adversaries, knowing what to do, and knowing how to do it. (SR)

Provides a theory-based, strategic framework to facilitate relationship-building with publics through the World Wide Web. Contends that strategic communication on the Web can benefit from a consideration of dialogic communication. Offers dialogic communication as a theoretical framework to guide relationship-building between organizations and…

Focuses on the organizational use of transcendent appeals to redefine "sin" into a "virtue." Analyzes Johnson Controls' apologia after critics charged that its "fetal protection policy" was discriminatory. Examines the redefinitions and ultimate terms invoked by the company to justify its choice of policy. (PA)

States that scholars and practitioners are defining public relations as relationship management. Identifies, through qualitative research and verifies through quantitative research, relationship dimensions upon which good organization-public relationships are initiated, developed, and maintained. Surveys 384 telephone subscribers in territories…

The 1987 Foundation for Public Relations Research and Education lecture asserts that the basic and fundamental principles of public relations remain unchanged and that strategic communication is still the main activity of the field. (MM)

Assesses implications of the strategic management aspect of public relations for firms in Singapore. Focuses on how firms with differing organizational structure/background respond to the challenges of executing core public relations activities. Finds that manufacturing firms pay less attention to customer relations than service organizations, and…

Focuses on the preliminary process of corporate advocacy, which provides direction for issues management. Provides insights into: (1) the degree to which organizational spokespersons are willing to express a position on a variety of issues; (2) how such positions come to be advocated through organizational communication; and (3) how organizational…

Uses results from a survey of 105 not-for-profit organizations in the Cleveland Metropolitan area to show their public relations deficiencies. Argues that while not-for-profit organizations act much like for-profit businesses, they are not up to par in their use of professional public relations practices. (MS)

Discusses why corporate communications/public relations (cc/pr) should be benchmarked (an approach used by cc/pr managers to demonstrate the value of their activities to skeptical organizational executives). Discusses myths about cc/pr benchmarking; types, targets, and focus of cc/pr benchmarking; a process model; and critical decisions about…

Notes important discrepancies between the metaphor of relationship management and how public relations models are conceptualized and measured. Argues that public relations models need to be measured at the relational level, rather than being aggregated across publics and relational stages. Argues that an adequate normative theory of organizational…

Discusses India's new direction and the persistent and insistent demand for public relations. Explains the strategic plan of the professional body in running the gauntlet in this new milieu and the pertinaciousness and urgency of the challenges ahead for public relations. (SC)

Notes that recent public relations theory has largely ignored inactive publics, stakeholder groups that demonstrate low levels of knowledge and involvement in the organization or its products, services, candidates, or causes, but are important to an organization. Examines the nature of inactive publics and proposes a model that locates inactive…