Public relations critical intersections special section introduction

The theme of this special section arose from the idea that interdisciplinary interactions, or the cross-fertilization of methods, philosophies, theories, and modes of practice across disciplines, can open out productive ways of addressing complex issues and wicked problems. Our call for papers reached out to public relations scholars and to researchers in other fields to submit articles at these generative intersections at different time. They were invited to reflect on traditional concerns, or current issues, or projected trends in public relations and elsewhere. As editors making a call to open boundaries, we invited participation along a spectrum of possible intersections whether of content, methods, pedagogy or technology. Taking different positions on that spectrum, the articles in the section examine the nature, engagement and evaluation of intersections. In writing this introduction, the editors took an overview of the articles in the light of three fundamental questions: “How and where does interdisciplinarity occur in public relations?”; “Are there indications of how public relations intersects with other fields to engage existing and potential future challenges?”; and “What principles might serve to evaluate answers to questions one and two?” In addition, we explore how each of the selected intersections in the articles might add value to public relations as a discipline and a practice.     

Explaining information technology usage: A test of competing models

While much of the prior information technology (IT) research has attempted to explain users’ acceptance of new IT, recent research has focused on IT continuance or continued usage. The technology acceptance model (TAM) and the expectation–disconfirmation theory (EDT) are currently the dominant referent theoretical frameworks explaining user acceptance and continuance of IT, respectively. However, no study to date has yet empirically compared the relative ability of the two competing theories in explaining IT continuance intention. This paper fills this gap in the literature by comparing the explanatory ability of the two models via a longitudinal study of computer-based tutorial usage. Our findings confirm that both models have good explanatory power with the TAM providing a better prediction of intention. An integrated model, combining TAM and EDT, provided a marginally better explanatory power.     

The Effects of Group Incentives in an Indian Firm: Evidence from Payroll Data

Abstract. This paper estimates the effects of group incentives on productivity, pay and employment in a large unionized firm in India. Using plant‐level monthly time‐series data from the payroll office for the period 1985–95, and controlling for both (plant) fixed effects and (contract) time effects, the paper provides econometric evidence on the effectiveness of both the level and intensity of incentive pay on the outcome measures. In addition, the relative performance of two types of group incentives defined on the basis of group size is also analysed. The results generally confirm predictions from theory that productivity returns to incentives are non‐linear and concave in shape and that the effectiveness of incentives is decreasing in group size. It is argued that the latter is most likely due to the lessening of the free‐rider problem and the increased effectiveness of peer monitoring associated with smaller groups. The results also point to a negative relationship between the level of incentives and employment over time.     

Managerial Influences on Intraorganizational Information Technology Use: A Principal-Agent Model

Our current understanding of information technology (IT) usage does not explain why and how managers can influence organizational members to use a new IT. Drawing on principal-agent research, this paper develops and tests a model of intraorganizational IT usage that addresses this important issue. Managerial incentives and control are examined as important components of managerial influences, which are linked to IT usage via a principal-agent model (PAM). Seven research hypotheses are generated from this model and empirically tested using a laboratory experiment. Results of the study indicate that managers can promote IT usage within organizations by designing appropriate incentives and control structures such as monitoring and multiple-period contracts. However, the effectiveness of these structures will depend on potential users' ability to distinguish between various forms of incentives and control.     

Understanding online social support and its antecedents: A socio-cognitive model

Little attention has been paid in previous literature to understanding the factors that drive online social support from a perspective of social psychology. This study validates a research model that examines the above issue. In the setting of information technology, this study postulates self-efficacy and online support expectancy as the key drivers of information technology usage, whereas information technology usage and referent network size jointly influence online social support. This study contributes to the social science literature by extending information technology usage models to the area of rarely explored online social support and by presenting an operationalization of referent network size in the area.