Engaging for a social licence to operate (SLO) |
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| Institution: | 1. School of Communication, Hong Kong Baptist University, Hong Kong;2. Department of Communications and New Media, Faculty of Arts and Social Sciences, National University of Singapore, Singapore;3. School of Communication, Hong Kong Baptist University, Hong Kong;4. Lee Kong Chian School of Business, Singapore Management University, Singapore;1. Melbourne School of Government, The University of Melbourne, Parkville, Victoria 3010, Australia;2. Centre for Responsible Citizenship and Sustainability School of Business and Governance, Murdoch University, 90 South Street, Murdoch 6150, Australia;3. School of Marketing, Curtin University, GPO Box U1987U, Perth 6845, Australia;1. University of Waikato Management School, Private Bag 3105, Hamilton, 3240, New Zealand;2. School of Advertising, Marketing and Public Relations, QUT Business School, Brisbane, Australia |
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| Abstract: | Organizations - in free and relatively free market economies - depend on permission to operate being granted by stakeholders. This often-tacit permission functions as a social licence and reflects an organization’s ability to engage with its stakeholders to identify and respond to their demands and expectations. Research suggests the generation of a social licence to operate (SLO) and its reputational benefits depends on the quality of organization-stakeholder relationships, but limited attention to how this occurs has been given in the public relations literature. This paper explores two organizational approaches to building SLO – pro-self and pro-social – and considers the role of public relations and engagement in achieving, maintaining, and repairing SLO. |
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| Keywords: | public relations social licence to operate (SLO) pro-self pro-social engagement |
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