Pen Dudley''s name finally disappears from the public relations marquee

When the public relations firm D-A-Y was dissolved into Ogilvy & Mather Public Relations November 1, 1988, the longest lived public relations agency disappeared into the sands of time that enveloped the first four agencies started in the first decade of the waning century. The D in D-A-Y stood for Pendleton Dudley, a venerable pioneer in this vocation, who had opened his agency in Wall Street in 1909 at the urging of his good friend, Ivy Lee. Dudley, a rugged, independent product of frontier America, headed his firm for fifty-seven years—a longevity record surpassed only by that of Edward L. Bernays, who started his firm in 1919 in the Post World War I public relations boom.Pendleton Dudley—known to his close friends as Pen and to his associates in his firm as PD, was born September 8, 1876, in a small frontier town of Troy, Missouri, when America was an agricultural nation. He came to pioneer as a counselor to the corporate giants, AT&T among them, in a complex, interdependent corporate industrial America. Pen Dudley did much to infuse this field with respectability in a time when it was viewed with suspicion or disdain in its early years. He was a strong advocate of research as the only sound basis for planning and executing programs to influence public behavior. He was also active in the Public Relations Society of America after it was formed in 1948 and was in the forefront of those creating the now extinct Foundation for Public Relations Research and Education. In 1965, he received the Distinguished Service Award from the New York PRSA Chapter. He died at the age of 90 in 1966.The author is Dean Emeritus of Journalism at the University of Georgia, and co-author Effective Public Relations, 6th Ed.     

The dilemma of recognition: Administrative categories and cultural diversity

Governments around the world combat inequality by means of group-specific redistribution. Some pursue redistribution that benefits groups, but also wish to avoid accentuating or even recognizing group distinctions. This poses a dilemma that they try to resolve by adjusting the category system used to target redistribution. There are three types of adjustment: accommodation (the multicultural approach), denial (the ideal-typical liberal solution), and replacement (a compromise). In replacement the targets of redistributive policies are constructed to avoid accentuation or recognition of inconvenient group distinctions, but still allow redistribution that benefits these groups. Replacement is increasingly in demand around the world because the disadvantages of multiculturalism are becoming apparent while denial is hard to sustain in the face of group inequality. The actual effect of replacement is little researched and less understood, however. Does it resolve the dilemma of recognition? Two examples–India and Nigeria–where replacement has been tried ever since the 1950s cast doubt on its viability.     

SOCIOECONOMIC STATUS, JOB CONDITIONS, AND WELL-BEING: Self-Concept Explanations for Gender-Contingent Effects

Using data from a representative sample of adults age eighteen to fifty‐five who reside in Toronto, Canada, and are employed in the paid labor force, this study asks: Are the health benefits of education, income, job autonomy, and nonroutinized work different for women and men? If so, do mastery and self‐esteem contribute to those differences? Results show that women and men derive different personal benefits from socioeconomic status and job qualities: (1) education, job autonomy, and nonroutinized work are associated more positively with the sense of mastery among women, (2) job autonomy is associated more positively with self‐esteem among women, (3) education, job autonomy, and nonroutinized work are associated more negatively with depressive symptoms among women, and (4) job autonomy and nonroutinized work are associated more positively with global health among women. Moreover, the patterns in (1) and (2) explain the gender‐contingent effects in (3) and (4). In addition, unexpected suppression effects reveal that, among men, education is associated negatively with mastery and self‐esteem—but only after adjustment for job conditions. I interpret the findings in the context of the disadvantaged status thesis and speculate about status‐related social comparison processes.     

Sustainability when capital management has stochastic consequences

Sustainability is usually defined as a requirement of each generation to manage its stocks of man-made and natural capital such that the utility that it ensures itself can be shared by all future generations. Here we extend this definition to the case where capital management does not have deterministic consequences. A characterization is offered where the sustainability of one generation's behavior can be determined by comparing its utility with the utility of the succeeding generation, provided that the latter behaves in a sustainable manner. The properties of the definition are investigated and illustrated. Received: 26 April 1994/Accepted: 15 April 2002     

Labor relations and technological change at Canadian Pacific Railway

There was a time in this fair land when the railroad did not run When the wild majestic mountains stood alone against the sun Long before the white man and long before the wheel When the green dark forest was too silent to be real For they looked into the future and what did they see They saw an iron road running from the sea to the sea Bringing the goods to a young growing land All up through the seaports and into their hands From “Canadian Railroad Trilogy” by Gordon Lightfoot The authors thank CPR managers and union officials representing CPR employees for their cooperation and patience in explaining the intricacies of the railroad industry. Special appreciation is extended to Jason Copping, Labour Relations Manager, for his facilitating our initial access to the company.     

The Texaco racial discrimination case and shareholder wealth

We analyze the wealth ejfects of the Texaco racial discrimination lawsuit both on the shareholders of Texaco and its major U.S. competitors. Employing a comprehensive data set which included every case docket entry and every Wall Street Journal article on the case as an experimental stimulus, our findings suggest that the overall cost of the case to Texaco shareholders exceeded $500 million, that Texaco's tribulations had little, if any, impact on the share prices of its major competitors, and that Wall Street Journal coverage of the case was highly correlated with significant changes in Texaco stock prices. This last finding provides significant support for Hite 's suppostion that newspaper editors “key ” on ex post stock price changes in selecting the events to be covered in the next day's edition. The authors are grateful to Kee Chung for helpful comments on earlier drafts and also acknowlege the help-ful assistance of the staff of the law library at the Cecil C. Humphreys School of Law at The University of Memphis.