Socio-Contextual Influences on the Korean News Media's Interpretation of Samsung's $847.6 Million Donation

This study investigates the role of leadership in facilitating strategic communication management and effective public relations practice by proposing a set of dimensions measuring corporate communication executives’ perceptions on leadership. A measurement methodology was applied and suggested to facilitate empirical investigation. Data from two groups of senior corporate communicators and public relations executives (N = 384) nationwide were used to assess the validity and reliability of proposed leadership dimensions that contribute to effective communication management. Results from both groups demonstrated strong support for the proposed higher-order measurement model. The analysis suggested that 6 major dimensions (self-dynamics, team collaboration, ethical orientation, relationship building, strategic decision making capability, and communication knowledge management capability) are crucial for communication executives to expand their influence in the institutional context and generate desired communication outcomes. The findings offer insights on both leadership and corporate communications that may account for significant nonfinancial indictors of organizational effectiveness.     

Toward an Organizational Perspective on Identifying and Managing Formal Gatekeepers

In this article, we present an institutionalist organizational perspective on formal gatekeeping, arguing along two fronts: First, identifying gatekeepers provides useful analytic devices for learning about the vocabularies of structure in an organization. Second, successfully managing gatekeepers requires that one understands the vocabularies of structure in use in an organization. We ground our perspective in field experiences gleaned from eleven public sector organizations who participated in our health promotion and research program, the Arizona 5 a Day Project. Field data and insights from institutional organizational and decision-making theory frame a matrix of organizational types and formal gatekeeping. We conclude by linking our perspective with analytic perspectives on organizational charters and organizational change.     

Habitus and social movements: how militarism affects organizational repertoires

2010–2012 were years of global protests. This wave of mobilization has been celebrated for its horizontal, leaderless, and participatory character. But this was not the case in all countries. In Israel, which saw the largest social contention in its history, the protest was marked by a dominant and centralized leadership and by cooperation with institutional actors and corporate media. Based on the study of the Israeli case, this research seeks to contribute to explanations of how movements’ organizational forms develop. Social movement scholars have shown that activists’ forms of organization are limited to a familiar repertoire of action. Building on previous scholarship, I argue that activists’ organizational repertoires are shaped by a habitus that familiarizes and routinizes certain practices. But while existing scholarship focuses on how organizational habitus develops within the field of activism, I expand the applicability of habitus and show how movement repertoires are also influenced by habit in fields unrelated and even antagonistic to activism. Based on participant observations and interviews, I show how in the Israeli case, militarism formed part of activists’ organizational habitus and contributed to the 2011 protests’ centralized and hierarchical character.     

The Role of Public Relations With Internal Activists

Abstract

Within the context of benefits/outsourcing reviews at a small, Eastern U.S. college, this qualitiative case study examined potential internal activism, employee/organizational leadership communication strategies, and ensuing changes in internal public relations practices/structure. Findings revealed that employees implemented activist strategies in response to perceived communication gaps, prompting organizational leadership to increase solictiation of employee input and commit to ongoing, two-way symmetrical communication; structural changes in internal public relations practices and reporting relationships also resulted. Extending previous activism research findings to internal publics as activists, in this study I suggest that the prodrome of potential employee activism should inform future public relations practice.     

A Test of Excellent Leadership in Public Relations: Key Qualities,Valuable Sources,and Distinctive Leadership Perceptions

To better understand leadership in public relations and explore its value in successful communication management, this article captured the perceptions of mid- and senior-level public relations executives (N = 222) regarding the important qualities and dimensions of excellent leadership in the practice. According to study participants, strategic decision-making capability, problem-solving ability, and communication knowledge and expertise are the three most important qualities of excellent leadership. In addition, respondents said that on-the-job experiences, individual initiative and desire, and role models are the most valuable sources of leadership skills and development. About half of the respondents indicated that excellent leaders in public relations are different from leaders in other fields in three ways: They must hold a compelling vision for communication, possess comprehensive understanding of media and information systems, and effectively develop and implement strategic communication plans. Professional women and men in the study viewed excellent leadership in more or less similar ways. The study advances understanding of leadership in the field, which has been little explored in the public relations literature.     

Strategic leadership in public relations: An integrated conceptual framework

Although scholars have recognized the importance for public relations executives demonstrating strategic leadership in facilitating effective public relations practice, few have attempted to explain the multi-faceted nature of the leadership construct. In this paper, the author proposes an integrated conceptual framework to explain the leadership construct and its key dimensions. In addition, the author also proposes that leadership effectiveness can be mediated by a core set of organizational structure and culture as well as the social culture within which the organization operates. The paper also offers suggestions for future research to better understand how leadership influences public relations effectiveness.     

Between political opportunities and strategic dilemmas: the choice of ‘double track’ by the activists of an occupied social centre in Italy

According to the political opportunity structure (POS) framework, mobilization tends to intensify when channels of access to the authorities open, leading the protest actors to hope for success. This happened during the protest campaign aimed at the reopening of the occupied Social Centre ‘Experia’ in Catania (Italy), after the eviction by police, because unexpectedly moderate centre-left political actors supported mobilization and the centre-right local government accepted to put the issue on the institutional agenda; nevertheless the social centre was not reopened. In order to explain why the mobilization was unsuccessful, we analysed the protest campaign combining the POS framework with the approach to strategic dilemmas by James Jasper; if opportunities and restraints of the political system influence the choices and behaviours of unconventional actors, in their turn the actions and decisions made by movement activists affect the POS. In this case, the social centre activists filtered the constraints and opportunities of the local political system through their cognitive lenses and faced some dilemmas (Naughty or Nice?, Extension, Shifting goals), whose strategic choices extended or reduced these constraints and opportunities, thus affecting the opening and closure of the POS. The failure of the solution attempted by the social centre activists to keep both options of the various dilemmas, i.e. the strategy of ‘double track’, demonstrates how it is very difficult to be successful by maintaining dilemmas rather than making the strategic choices they demand, when the local institutional POS is substantially closed.     

Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis

Leadership succession is critical to the performance of nonprofit organizations. Existing research has mostly treated leadership succession as an instantaneous event, and it has examined the independent effects of certain factors on organizational performance. However, little research has focused on the combinations of causally relevant factors. This article integrated organizational life cycle, resource dependence, and institutional theories, as well as the organizational fit literature, to explain how contextual and strategic factors combine to affect postsuccession performance. A fuzzy‐set qualitative comparative analysis (fsQCA) was used to analyze 15 succession events in Chinese environmental nongovernmental organizations (NGOs). The study identified four pathways to good NGO performance after succession. It also highlighted that it is not succession per se but the succession context (i.e. founders' control, board governance, professionalization, and political environment) and the strategic orientations of the successor that affect postsuccession performance in nonprofit organizations.     

The Open Door Project Task Force: A Qualitative Study on LGBT Aging

This paper reports formative qualitative findings from the Open Door Project (ODP), a unique program created by the Lesbian, Gay, Bisexual and Transgender (LGBT) Aging Project. Data were collected from Open Door Task Force members (N = 34). This includes 4 focus groups that were held with a total of 22 participants; and key informant interviews that were conducted with 12 participants from 10 different agencies. Findings revealed that agencies took significant steps to make important and long-lasting structural changes, including changing their diversity and personnel policies, and intake forms to be LGBT inclusive; implementing ongoing staff training initiatives on LGBT issues; and actively involving leadership, including senior managers, executive directors, vendors, and Councils on Aging, in helping to create and sustain organizational change. The ODP is an effective model to increase cultural competence in working with aging LGBT communities.     

Meaning-Making,Negotiation, and Change in School Accountability,Or What Sociology Can Offer Policy Studies

In school systems around the world, countless reform strategies have focused on school and teacher accountability—the process of evaluating schools’ performance on the basis of student measures. Policy and education research has been dominated by debates on its effectiveness, where advocates highlight the positive effects on achievement while critics emphasize the negative consequences on pressure, morale, and autonomy. Yet the question is not so much whether to have accountability, but what form it should take. To answer this, sociologists contribute through their study of accountability’s organizational and ecological dynamics—key facets that are sidelined when researchers only focus on quantitative program evaluation. An organizational perspective highlights the meaning-making school actors and the general public have of the policy, viewing it through technical-rationalist and institutional-performative lenses. An ecological perspective highlights how the form of accountability is a negotiated outcome of larger macrosocial forces, and how accountability is itself contributive to larger social changes. This review suggests a broader conceptualization of accountability regimes, and the unique contribution of critical, organizational, and sociological perspectives to the study of public policies.     

Connecting Practical Doings to Cultural Meanings: Exploring the Work of Moral Mediators in Human Service Organizations

This study illuminates the work of moral mediators, which I define as organizational actors who work to strategically monitor, maintain, and manage the moral identity of others. My layered, organizational, narrative analysis of the mentoring organization Big Brothers Big Sisters draws on two types of data: client stories featured on the national website and ten in‐depth interviews with case managers at a local agency. My analysis demonstrates how case managers employ an emotional labor technique of drama dilution, or work done to add ambiguity to public storytelling in ways that leave more space for variations of deservingness, success, and morality. This article emphasizes the paradoxical nature of public organizational narratives and highlights the need for continued exploration of day‐to‐day work in conjunction with organizational structure and cultural values and beliefs.     

Image and Symbolic Leadership: Using Focus Group Research to Bridge the Gaps

Through an exploration of the scholarly and professional literature, this article investigates the concepts of symbolic leadership and organizational image. A critical analysis of the literature establishes that symbolic leaders, especially chief executive officers (CEOs), may operate either symmetrically or asymmetrically. As leader and spokesperson, the CEO personifies the company to its key constituencies. Effective leaders give people power. This empowerment of strategic publics, both external and internal, suggests a symmetrical world view. It replaces the asymmetrical assumptions more characteristic of the autocratic leadership espoused in the management theory of the 1950s. A modest case study of focus group research illustrates the role of public relations in exploring, defining, and communicating image. This counseling or managerial role is critical in helping the organization be, rather than seeming to be—a key philosophical tenet of contemporary public relations. The theoretical frame for this article is Dervin's (1983, 1990, 1991) gap perspective, which suggests that such discontinuities are inherent in human interaction. Because focus groups also may provide insight into how to reconcile any gaps employees or other publics perceive between the image and the reality of the organization, it suggests more of a symmetrical than asymmetrical model.

Senior management's role is to personify the organization externally to customers & others—but also internally to the "family." (pr reporter, 1991)     

What Gets Covered? An Examination of Media Coverage of the Environmental Movement in Canada

This article analyzes press releases from the World Wildlife Fund (WWF) and Greenpeace (GP) to assess how their tactics and frames affect the amount of coverage they receive in The Globe and Mail and National Post from 2000 to 2010. While it is clear that some tactics are more likely to garner media coverage, the full range of tactics and frames are not effective for all groups. For example, calling to the public to engage in a social issue leads to increased media coverage for GP but not WWF. And, using research does not affect media coverage for WWF, but decreases coverage for GP. This study demonstrates that the effect of tactical choices on media coverage is contingent on the identity of the group using them.     

The estimation of a corporate crisis communication

This experimental study found a main effect of perceived leadership and an interaction effect of perceived leadership and perceived severity of threats on the public's estimation of organizational crisis responses. The results indicate that the contingent theoretical argument explaining the dynamics of organizational factors and situational factors that determine stance taken by public relations practices can also be applied when explaining the outside latent public's thought patterns predicting an organizational stance and message strategy. Contingency theory offers predictive power, not just for the practitioner, but for the public passing judgment on the stance taken by an organization.     

RATIONAL MYTH MAKING AND ENVIRONMENT SHAPING: The Transformation of the Zoo

This article examines a period of political conflict and institutional change concerning North American zoos in the 1970s, focusing on the efforts of industry leaders to secure zoos' institutional status in an unsettled environment. The task involved zoos' national trade association in introducing various institutional elements to build its authority before member organizations and external critics alike. I consider the idea of zoo‐directed captive breeding programs for endangered species, which was adopted as a “rational myth” that influenced organizational identity and public perceptions of zoos. The analysis develops institutional sociology's understanding of culture and strategic behavior's roles in institutional change.     

Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China

This study explored the role of public relations leadership during organizational change in 3 multinationals in mainland China. Based on 40 in-depth interviews, the findings suggested that the leadership of public relations unit or function during organizational change was shown through coaching middle management to manage employee emotions, providing communication training to middle management, communicating and reinforcing shared visions for change, and managing the conflicts between middle management and top management regarding change rationales, planning, and procedures. The leadership role of public relations managers was enacted through consulting CEOs' communication styles, exerting upward influence in change management, and acting as the different voice when decision making for change was questionable. Results of the study extended existing public relations leadership scholarship and shed light on some tentative dimensions of public relations leadership during organizational change: (a) coaching emotion management, (b) educating communication knowledge and skills, (c) reinforcing shared visions, (d) resolving conflicts, (e) exerting upward influence, and (f) acting as a different voice. Limitations of this study and suggestions for future research are also discussed.     

Hidden in full view: the organization of public secrecy in Miéville’s The City and the City

ABSTRACT

In this article, we explore China Mieville’s novel The City and the City as a literary experiment for analyzing the dynamics of public secrecy. We explore public secrets as an intrinsic part of organizational life and as a framework for paying attention to the politics of organizing. First, we focus on the novel’s invention and use of the verb ‘unseeing’ to bring out the embodied and sensuous aspects of public secrecy as part of organizational processes. Second we unfold how, although the content of public secrets may turn out to be less spectacular than expected, it is exactly their mundaneness which is key to their political importance. This is important because in an increasingly disorganized and uncertain world, secrecy proliferates and the visibility of secrecy is often a strategic move to justify certain hidden actions.     

Social Movements and Tactical Choice

For much of the past 40 years, the study of social movement tactics has viewed organizers' choices as driven by a desire to maximize efficacy and efficiency within a context of scarce resources and structural constraints. As sociologists increasingly turned toward culture, a new orientation emerged to view tactical choice as a process of gathering, interpreting, and evaluating information within dynamic, uncertain, and often‐contradictory contexts. The importance of the cultural turn has been amply demonstrated in studies of such things as identities, emotions, and collective action frames, but the full implications of its insights continue to be discovered. Four insights in particular warrant greater attention: many core concepts in the study of social movements have an interpretive, subjective, and contingent nature; tactics are a means of communication; social structures are imbued with culture, and culture is thoroughly structured; and social movements sometimes behave irrationally, and what appears to be irrational behavior often is in fact rational. I briefly discuss three areas of scholarship – collective identities, diffusion, and institutional fields – that demonstrate innovative ways that sociologists continue to combine and incorporate these insights and point the way toward a more sophisticated understanding of social movements and tactical choice.