Pub Date : 2021-05-04DOI: 10.1080/1062726X.2021.2015354
Stephanie Madden, A. Levenshus
ABSTRACT This study offers a rare ethnographic lens into a political training program’s efforts to develop women’s leadership communication as a public relations process. Drawing from participant observation, interviews, and documents, findings indicate the importance of developing a leadership mind-set and authentic leadership communication rooted in intersecting identities, tensions surrounding authentic relational communication and the importance of building cohort-based supportive communities for women leaders. By broadening the umbrella of who counts as women leaders in public relations, the study opens additional contexts (political training programs) and concepts (vulnerability) for the field.
{"title":"Broadening the umbrella of women’s leadership and public relations: an ethnographic case study of a women’s political leadership development program","authors":"Stephanie Madden, A. Levenshus","doi":"10.1080/1062726X.2021.2015354","DOIUrl":"https://doi.org/10.1080/1062726X.2021.2015354","url":null,"abstract":"ABSTRACT This study offers a rare ethnographic lens into a political training program’s efforts to develop women’s leadership communication as a public relations process. Drawing from participant observation, interviews, and documents, findings indicate the importance of developing a leadership mind-set and authentic leadership communication rooted in intersecting identities, tensions surrounding authentic relational communication and the importance of building cohort-based supportive communities for women leaders. By broadening the umbrella of who counts as women leaders in public relations, the study opens additional contexts (political training programs) and concepts (vulnerability) for the field.","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42638439","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-04DOI: 10.1080/1062726X.2021.2010557
Á. Moreno, Cristina Fuentes Lara, Ralph Tench
ABSTRACT This paper proposes the theory of integrated gendered work evaluation in public relations (IGWE). It holds that gender inequalities in the workplace are intrinsically linked to work-related evaluations, specifically measured through levels of satisfaction and stress. We theoretically place our proposal in the integrative phase of feminist theory that acknowledges the holistic nature of workers’ lives and their commitment to fulfill not only their worker or employer roles but also their commitments to family and communities. The empirical contribution of this paper builds on past debates from two decades ago: the need for research to isolate factors that perpetuate gender discrimination. It explores factors of gender inequalities and conflicts that can affect the work-related evaluation of those people who make up the majority of the industry’s employees: female public relations professionals. IGWE theory provides a new way of identifying, contextualizing, theorizing and analyzing how gender discriminations affect work evaluations combining both workplace and private life experiences from an integrated gender perspective.
{"title":"A theory of integrated gendered work evaluation (IGWE): A gender analysis of the unequal race for leadership through work evaluation of satisfaction and stress in Europe","authors":"Á. Moreno, Cristina Fuentes Lara, Ralph Tench","doi":"10.1080/1062726X.2021.2010557","DOIUrl":"https://doi.org/10.1080/1062726X.2021.2010557","url":null,"abstract":"ABSTRACT This paper proposes the theory of integrated gendered work evaluation in public relations (IGWE). It holds that gender inequalities in the workplace are intrinsically linked to work-related evaluations, specifically measured through levels of satisfaction and stress. We theoretically place our proposal in the integrative phase of feminist theory that acknowledges the holistic nature of workers’ lives and their commitment to fulfill not only their worker or employer roles but also their commitments to family and communities. The empirical contribution of this paper builds on past debates from two decades ago: the need for research to isolate factors that perpetuate gender discrimination. It explores factors of gender inequalities and conflicts that can affect the work-related evaluation of those people who make up the majority of the industry’s employees: female public relations professionals. IGWE theory provides a new way of identifying, contextualizing, theorizing and analyzing how gender discriminations affect work evaluations combining both workplace and private life experiences from an integrated gender perspective.","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43468283","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-04DOI: 10.1080/1062726X.2021.2015089
M. Topić
Leadership and women in public relations is not on the mainstream research agenda. For example, a systematic literature review conducted in 2019 analyzed 223 papers on women in public relations from a period between 1982 and 2019, discovering a large focus on women’s experiences in their careers, such as the glass ceiling, pay gap and other gender-related barriers. Only very few studies specifically tackled leadership, and in that, these papers mainly focused on how women lead (Topić et al., 2020), which has been a focus of scholarly inquiry on women and leadership since pioneering studies into this issue (Aldoory, 1998; Aldoory & Toth, 2004). This is not to say that leadership in public relations is a largely unexplored area in general terms. For example, the Plank Center in the United States conducts globally renowned research into leadership in public relations and also collects information on public relations and leadership scholarship. But, when Plank’s list of articles and book chapters on leadership is reviewed (The Plank Center, n.d.), then a gap in women’s experiences again shows. This is changing, however, with more scholars expressing interest in this area. For example, a recent book by U.S. scholars Juan Meng and Marlene Neill (who are also authors of two articles in this issue) tackles women and leadership with a focus on ethics and breaking into leadership positions (Meng & Neill, 2021). In Europe, the EUPRERA project on “Women in Public Relations” looked specifically into leadership (along with lived experiences and office culture), and findings showed inequalities and barriers women face. For example, in a study on women and leadership in public relations in England, Topić (2020) found that women struggle to progress to leadership positions and when they do, they face a Catch-22: When women are too soft they are not seen as managerial material but when they are tough then they are labeled as “bitches,” the term also being mentioned among interviewees who do not hold managerial positions. The findings in the same study also showed that women who spent time with boys embraced (stereotypically) masculine characteristics such as toughness, assertiveness and directness, and these women progressed to leadership positions more easily. Socialization influences managerial preferences, so women who grew up socializing with girls usually prefer working for women managers, whereas women who grew up socializing with boys prefer working for men, with both groups of women disapproving of masculine women. In a Croatian study, Polić and Holy (2020) found that women who grew up with fathers and masculine mothers embraced masculine leadership styles, whereas women who grew up socializing with mothers or with both parents embraced feminine leadership styles; both groups preferred working for men with early experiences being linked to spending time with parents rather than peer groups as it was shown in an English case study (Topić, 2020). However, in
{"title":"Introduction to special issue: women and leadership in public relations","authors":"M. Topić","doi":"10.1080/1062726X.2021.2015089","DOIUrl":"https://doi.org/10.1080/1062726X.2021.2015089","url":null,"abstract":"Leadership and women in public relations is not on the mainstream research agenda. For example, a systematic literature review conducted in 2019 analyzed 223 papers on women in public relations from a period between 1982 and 2019, discovering a large focus on women’s experiences in their careers, such as the glass ceiling, pay gap and other gender-related barriers. Only very few studies specifically tackled leadership, and in that, these papers mainly focused on how women lead (Topić et al., 2020), which has been a focus of scholarly inquiry on women and leadership since pioneering studies into this issue (Aldoory, 1998; Aldoory & Toth, 2004). This is not to say that leadership in public relations is a largely unexplored area in general terms. For example, the Plank Center in the United States conducts globally renowned research into leadership in public relations and also collects information on public relations and leadership scholarship. But, when Plank’s list of articles and book chapters on leadership is reviewed (The Plank Center, n.d.), then a gap in women’s experiences again shows. This is changing, however, with more scholars expressing interest in this area. For example, a recent book by U.S. scholars Juan Meng and Marlene Neill (who are also authors of two articles in this issue) tackles women and leadership with a focus on ethics and breaking into leadership positions (Meng & Neill, 2021). In Europe, the EUPRERA project on “Women in Public Relations” looked specifically into leadership (along with lived experiences and office culture), and findings showed inequalities and barriers women face. For example, in a study on women and leadership in public relations in England, Topić (2020) found that women struggle to progress to leadership positions and when they do, they face a Catch-22: When women are too soft they are not seen as managerial material but when they are tough then they are labeled as “bitches,” the term also being mentioned among interviewees who do not hold managerial positions. The findings in the same study also showed that women who spent time with boys embraced (stereotypically) masculine characteristics such as toughness, assertiveness and directness, and these women progressed to leadership positions more easily. Socialization influences managerial preferences, so women who grew up socializing with girls usually prefer working for women managers, whereas women who grew up socializing with boys prefer working for men, with both groups of women disapproving of masculine women. In a Croatian study, Polić and Holy (2020) found that women who grew up with fathers and masculine mothers embraced masculine leadership styles, whereas women who grew up socializing with mothers or with both parents embraced feminine leadership styles; both groups preferred working for men with early experiences being linked to spending time with parents rather than peer groups as it was shown in an English case study (Topić, 2020). However, in","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46350749","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-04DOI: 10.1080/1062726X.2021.2010555
Marlene S. Neill, Juan Meng
ABSTRACT Women who aspire to leadership positions in public relations have to develop political astuteness when it comes to addressing ascribed identities and expectations associated with gender and race. Through 51 in-depth interviews with women working in mid-management and senior-executive level positions in public relations in the U.S., this study provides new insights into women’s perceptions regarding the necessary knowledge, skills and abilities to succeed in public relations leadership. The study revealed some women’s preferences for contemporary management styles such as servant leadership and transformational leadership as well as barriers to advancement and influence, particularly for women of color.
{"title":"Women in public relations: ascribed and avowed leadership identities and expectations","authors":"Marlene S. Neill, Juan Meng","doi":"10.1080/1062726X.2021.2010555","DOIUrl":"https://doi.org/10.1080/1062726X.2021.2010555","url":null,"abstract":"ABSTRACT Women who aspire to leadership positions in public relations have to develop political astuteness when it comes to addressing ascribed identities and expectations associated with gender and race. Through 51 in-depth interviews with women working in mid-management and senior-executive level positions in public relations in the U.S., this study provides new insights into women’s perceptions regarding the necessary knowledge, skills and abilities to succeed in public relations leadership. The study revealed some women’s preferences for contemporary management styles such as servant leadership and transformational leadership as well as barriers to advancement and influence, particularly for women of color.","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43685752","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-04DOI: 10.1080/1062726X.2021.2010556
Juan Meng, Marlene S. Neill
ABSTRACT The purpose of this research is to introduce inclusive leadership as a new theoretical framework to understand its meaning and functions in advancing gender equalities and empowerment in public relations leadership. By proposing an inclusive leadership theoretical model, we explored the roles of inclusive leadership in fostering an organization’s diversity climate and facilitating its practice of participative leadership in empowering women in public relations to reach their full potential in leadership advancement. Moreover, our results confirmed both direct and indirect impacts inclusive leadership could have on women’s perceptions of continued career growth opportunities. Our findings provide theoretical implications and practical solutions to address women’s leadership challenges through an inclusive leadership lens.
{"title":"Inclusive leadership and women in public relations: defining the meaning, functions, and relationships","authors":"Juan Meng, Marlene S. Neill","doi":"10.1080/1062726X.2021.2010556","DOIUrl":"https://doi.org/10.1080/1062726X.2021.2010556","url":null,"abstract":"ABSTRACT The purpose of this research is to introduce inclusive leadership as a new theoretical framework to understand its meaning and functions in advancing gender equalities and empowerment in public relations leadership. By proposing an inclusive leadership theoretical model, we explored the roles of inclusive leadership in fostering an organization’s diversity climate and facilitating its practice of participative leadership in empowering women in public relations to reach their full potential in leadership advancement. Moreover, our results confirmed both direct and indirect impacts inclusive leadership could have on women’s perceptions of continued career growth opportunities. Our findings provide theoretical implications and practical solutions to address women’s leadership challenges through an inclusive leadership lens.","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46760886","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-04DOI: 10.1080/1062726X.2021.2015972
B. Sha
Sometimes, when one gets to a certain age or stage in life, some people want to know the history behind the present, perhaps to glean insights for their own evolution, or possibly to craft conjectures on the possible evolutions of others. As I reflect on my own journey into a more-authentic self, I think about how hard I’ve worked, how lucky I’ve been to have strong family and employer support, and how grateful I feel to all my mentors. Without question, no one gets to where they are without lots of help from lots of people. By definition, a mentor is someone who has more experience than you, that you trust to give you advice. In my personal and professional lives, I’ve been the recipient of tons and tons of advice, usually from people with more experience (or at least more opinions) than myself in a given area. Typically, the advice is well intentioned, and very often, the input is helpful. Sometimes, I’m also asked for advice or to be a mentor to others, which can be tricky. Because, really, a person can only become someone’s mentor when they are permitted to do so, that is, when a mentor’s advice is sincerely requested, genuinely received and intentionally reflected on. In other words, the power to transform an advice-giver into a mentor lies with the advice-receiver. The mentee makes the transformation happen, perhaps by acting on the advice, or by giving it serious consideration, or even just by absorbing it into their ways of thinking, seeing, or being. Some of my own mentors have never actually given me advice, per se. They just are who they are, and I’ve grown in myself simply from observing them. Sometimes, these “passive mentors,” as I like to think of them, are positional or reputational leaders in the academic discipline, or at my institution, or within my myriad communities of identity, affection, or commitment. Sometimes, they are my peers in life or learning. And sometimes they are travelers on paths I may have already taken, but to which they’ve brought their own insights and wisdom. The bottom line is that my mentors (and yours) are everywhere. Any one of us can be someone’s mentor, either by proactively looking out for them, by responsively and responsibly advising them, or even just by passively modeling for them something they might be needing or seeking in the moment – the latter simply by being our full, whole selves. Thank you to all my mentors, those from my past, those in my present, and those still to be revealed in my future, with special appreciation for those mentors who have graciously permitted me to continue evolving past the point where they felt their advice would be helpful. Because of you – all of y’all – I continue on that lifelong journey of becoming (cf. Hall, 1994).
{"title":"Editor’s essay: Making mentors","authors":"B. Sha","doi":"10.1080/1062726X.2021.2015972","DOIUrl":"https://doi.org/10.1080/1062726X.2021.2015972","url":null,"abstract":"Sometimes, when one gets to a certain age or stage in life, some people want to know the history behind the present, perhaps to glean insights for their own evolution, or possibly to craft conjectures on the possible evolutions of others. As I reflect on my own journey into a more-authentic self, I think about how hard I’ve worked, how lucky I’ve been to have strong family and employer support, and how grateful I feel to all my mentors. Without question, no one gets to where they are without lots of help from lots of people. By definition, a mentor is someone who has more experience than you, that you trust to give you advice. In my personal and professional lives, I’ve been the recipient of tons and tons of advice, usually from people with more experience (or at least more opinions) than myself in a given area. Typically, the advice is well intentioned, and very often, the input is helpful. Sometimes, I’m also asked for advice or to be a mentor to others, which can be tricky. Because, really, a person can only become someone’s mentor when they are permitted to do so, that is, when a mentor’s advice is sincerely requested, genuinely received and intentionally reflected on. In other words, the power to transform an advice-giver into a mentor lies with the advice-receiver. The mentee makes the transformation happen, perhaps by acting on the advice, or by giving it serious consideration, or even just by absorbing it into their ways of thinking, seeing, or being. Some of my own mentors have never actually given me advice, per se. They just are who they are, and I’ve grown in myself simply from observing them. Sometimes, these “passive mentors,” as I like to think of them, are positional or reputational leaders in the academic discipline, or at my institution, or within my myriad communities of identity, affection, or commitment. Sometimes, they are my peers in life or learning. And sometimes they are travelers on paths I may have already taken, but to which they’ve brought their own insights and wisdom. The bottom line is that my mentors (and yours) are everywhere. Any one of us can be someone’s mentor, either by proactively looking out for them, by responsively and responsibly advising them, or even just by passively modeling for them something they might be needing or seeking in the moment – the latter simply by being our full, whole selves. Thank you to all my mentors, those from my past, those in my present, and those still to be revealed in my future, with special appreciation for those mentors who have graciously permitted me to continue evolving past the point where they felt their advice would be helpful. Because of you – all of y’all – I continue on that lifelong journey of becoming (cf. Hall, 1994).","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49225257","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-04DOI: 10.1080/1062726X.2021.2007929
Soojin Roh, Hyunkyung Oh
ABSTRACT This study investigated a dynamic interplay between social vigilantism (SV) – the extent to which one believes in his/her opinion superiority and the tendency to preach to others – and situational variables from the STOPS model. We explored how the two, separately and together, impacted publics’ active communicative action for problem-solving (active CAPS), as well as participation intent for an environmental corporate social responsibility (CSR) campaign. Structural equation modeling results demonstrated that problem and involvement recognitions motivated people to communicate about the given issue, while constraint recognition decreased the motivation. SV was a strong driving force for people to actively communicate about a given issue; additionally, as a moderator, SV amplified the positive effect of involvement recognition on situational motivation and that of referent criterion on active communicative engagement. SV, however, was a negative predictor of participation intent in the environmental CSR campaign. This study extends our understanding of segmentation of publics by taking a synthetic approach and furthers our knowledge in delineating more-nuanced subgroups in active publics.
{"title":"Toward a Holistic Approach for Nuanced Public Segmentation: Social Vigilantism and the Situational Theory of Problem Solving (STOPS)","authors":"Soojin Roh, Hyunkyung Oh","doi":"10.1080/1062726X.2021.2007929","DOIUrl":"https://doi.org/10.1080/1062726X.2021.2007929","url":null,"abstract":"ABSTRACT This study investigated a dynamic interplay between social vigilantism (SV) – the extent to which one believes in his/her opinion superiority and the tendency to preach to others – and situational variables from the STOPS model. We explored how the two, separately and together, impacted publics’ active communicative action for problem-solving (active CAPS), as well as participation intent for an environmental corporate social responsibility (CSR) campaign. Structural equation modeling results demonstrated that problem and involvement recognitions motivated people to communicate about the given issue, while constraint recognition decreased the motivation. SV was a strong driving force for people to actively communicate about a given issue; additionally, as a moderator, SV amplified the positive effect of involvement recognition on situational motivation and that of referent criterion on active communicative engagement. SV, however, was a negative predictor of participation intent in the environmental CSR campaign. This study extends our understanding of segmentation of publics by taking a synthetic approach and furthers our knowledge in delineating more-nuanced subgroups in active publics.","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48755479","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-04DOI: 10.1080/1062726X.2021.1981332
Sarah Marschlich, Diana Ingenhoff
ABSTRACT Drawing from neo-institutionalism and public relations theory, this study examined to what extent corporate diplomacy builds on public relations to identify and respond to societal expectations emerging from a company’s host country environment, which can result in organizational legitimacy. Based on in-depth interviews (N = 25) with public relations executives in the United Arab Emirates, our findings imply that companies engage in corporate diplomacy to align with governmental demands while simultaneously attempting to meet internal expectations originating from employees and corporate values. The interviews resulted in the identification and description of five corporate diplomacy modes and a model describing corporate diplomacy-legitimacy, highlighting the role played by relationship cultivation and culture in gaining organizational legitimacy through corporate diplomacy. Consequently, our study provides a framework to explain the societal role of public relations in building organizational legitimacy through relationship cultivation.
{"title":"The role of public relations in corporate diplomacy: how relationship cultivation increases organizational legitimacy","authors":"Sarah Marschlich, Diana Ingenhoff","doi":"10.1080/1062726X.2021.1981332","DOIUrl":"https://doi.org/10.1080/1062726X.2021.1981332","url":null,"abstract":"ABSTRACT Drawing from neo-institutionalism and public relations theory, this study examined to what extent corporate diplomacy builds on public relations to identify and respond to societal expectations emerging from a company’s host country environment, which can result in organizational legitimacy. Based on in-depth interviews (N = 25) with public relations executives in the United Arab Emirates, our findings imply that companies engage in corporate diplomacy to align with governmental demands while simultaneously attempting to meet internal expectations originating from employees and corporate values. The interviews resulted in the identification and description of five corporate diplomacy modes and a model describing corporate diplomacy-legitimacy, highlighting the role played by relationship cultivation and culture in gaining organizational legitimacy through corporate diplomacy. Consequently, our study provides a framework to explain the societal role of public relations in building organizational legitimacy through relationship cultivation.","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43938330","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-04DOI: 10.1080/1062726X.2021.1944155
A. Krishna
ABSTRACT The purpose of this study was twofold. First, this study sought to validate the conceptualization and operationalization of lacuna publics, conceptulized as knowledge-deficient, extreme pro- and/or anti-issue activists about controversial social issues. Second, this study advanced a typology of disinformation-susceptible publics, classifying individuals into disinformation-immune, disinformation-vulnerable, disinformation-receptive, and disinformation-amplifying publics based on their issue-specific motivation, attitudes, and knowledge deficiency. In doing so, this study helps refocus scholarly attention on disinformation campaigns and how to possibly mitigate their effects. Surveys were conducted among American adults to understand lacuna publics’ information behaviors compared to those of non-lacuna publics, and to identify individuals who comprise the four disinformation-susceptible publics conceptualized in this study. Theoretical and methodological implications are discussed (120 words)
{"title":"Lacuna publics: advancing a typology of disinformation-susceptible publics using the motivation-attitude-knowledge framework","authors":"A. Krishna","doi":"10.1080/1062726X.2021.1944155","DOIUrl":"https://doi.org/10.1080/1062726X.2021.1944155","url":null,"abstract":"ABSTRACT The purpose of this study was twofold. First, this study sought to validate the conceptualization and operationalization of lacuna publics, conceptulized as knowledge-deficient, extreme pro- and/or anti-issue activists about controversial social issues. Second, this study advanced a typology of disinformation-susceptible publics, classifying individuals into disinformation-immune, disinformation-vulnerable, disinformation-receptive, and disinformation-amplifying publics based on their issue-specific motivation, attitudes, and knowledge deficiency. In doing so, this study helps refocus scholarly attention on disinformation campaigns and how to possibly mitigate their effects. Surveys were conducted among American adults to understand lacuna publics’ information behaviors compared to those of non-lacuna publics, and to identify individuals who comprise the four disinformation-susceptible publics conceptualized in this study. Theoretical and methodological implications are discussed (120 words)","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1062726X.2021.1944155","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47616185","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-02DOI: 10.1080/1062726X.2021.1881898
Nneka Logan
ABSTRACT This article introduces the theory of the corporate responsibility to race (CRR). It holds that corporations should communicate in ways that advocate for racial justice, attempt to improve race relations, and support achieving a more equitable and harmonious society. Corporations have this responsibility to race because they have historically perpetuated and profited from racial oppression, making corporations contributors to, and benefactors of, racial injustice. However, recently corporations have been using their platforms to speak against racial injustice in an effort to improve race relations. CRR theory provides a new way to readily identify, understand, contextualize, theorize and analyze corporate communication about race. Although CRR emerges from a Unites States perspective, and as a public relations concept, it has global applications in any place where racial difference leads to oppression, and it has analytical value in any field where organizational resources can be leveraged to fight oppression.
{"title":"A theory of corporate responsibility to race (CRR): communication and racial justice in public relations","authors":"Nneka Logan","doi":"10.1080/1062726X.2021.1881898","DOIUrl":"https://doi.org/10.1080/1062726X.2021.1881898","url":null,"abstract":"ABSTRACT This article introduces the theory of the corporate responsibility to race (CRR). It holds that corporations should communicate in ways that advocate for racial justice, attempt to improve race relations, and support achieving a more equitable and harmonious society. Corporations have this responsibility to race because they have historically perpetuated and profited from racial oppression, making corporations contributors to, and benefactors of, racial injustice. However, recently corporations have been using their platforms to speak against racial injustice in an effort to improve race relations. CRR theory provides a new way to readily identify, understand, contextualize, theorize and analyze corporate communication about race. Although CRR emerges from a Unites States perspective, and as a public relations concept, it has global applications in any place where racial difference leads to oppression, and it has analytical value in any field where organizational resources can be leveraged to fight oppression.","PeriodicalId":47737,"journal":{"name":"Journal of Public Relations Research","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1062726X.2021.1881898","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49494111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"文学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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