Public Relations Journal 

About: Public Relations Journal is an academic journal. The journal publishes majorly in the area(s): Corporate communication & Public opinion. It has an ISSN identifier of 0033-3670. Over the lifetime, 378 publications have been published receiving 3323 citations.

Measuring the relationship between organizational transparency and employee trust.

Abstract: � The literature on transparency and trust suggest the two concepts are related. While this idea is logical on its face, would it hold true if measured? Using an instrument that measures both transparency and trust, analysis of employee opinion supports this notion. In particular, organizations that encourage and allow public participation, share substantial information so their publics can make informed decisions, give balanced reports that hold them accountable, and open themselves up to public scrutiny, are more likely to be trusted.

How Blogs and Social Media are Changing Public Relations and the Way it is Practiced

Abstract: This article reports on a three-year-long international survey of public relations practitioners examining the impact blogs and other social media are having on public relations practice. Findings show these new media are dramatically changing public relations. Results indicate blogs and social media have enhanced what happens in public relations and that social media and traditional mainstream media complement each other. The study also finds the emergence of blogs and social media have changed the way their organizations communicate, especially to external audiences. Findings suggest social media complement traditional news media, and that blogs and social media influence coverage in traditional news media. The study reports blogs and social media have made communications more instantaneous by encouraging organizations to respond more quickly to criticism.

Political Public Relations : Old Practice, New Theory-Building

Abstract: In 64 BC, it was time for a new election for consul in Rome, what was then the highest office in the Republic. Standing against Antonius and Catiline was Marcus Tullius Cicero, who in contrast to the other candidates was from a small town outside of Rome and not part of the nobility. For many of the blue-blooded families, who held most of the power in Rome, voting for such a candidate was unlikely. However, thanks to the fact that many even among the noble families and the powerful classes viewed his main contenders with skepticism, while he himself was considered a great orator, Marcus was a viable candidate despite being an outsider (Freeman & Cicero, 2012).

Congressional Agenda-Building: Examining the Influence of Congressional Communications from the Speaker of the House

Abstract: This study explored the role of the Speaker of the House in shaping the salience of political issues and attributes in news media coverage and policymaking in 2007. Specifically, it analyzed 533 press releases, 433 news articles, and 47 daily Congressional calendars of business. Significant correlations were found supporting traditional first-level and second-level agenda-building linkages between Congressional communications and media coverage; whereas no relationships were found between issue or attribute salience in news releases and actual Congressional activities. Theoretical and practical implications of the findings are discussed.

Learning from past crises - Do iconic cases help or hinder?

Abstract: Studying past crises is accepted as important for managerial and organizational learning, yet experience suggests there has been little improvement over time in overall crisis response. This paper considers the reasons for this failure and revisits some iconic organizational crises (including Tylenol and Exxon Valdez) to question if they merit the attention they receive. The paper also explores the way in which misleading or inappropriate lessons can easily be drawn from such cases and asks how relevant they are today. Moreover, does a persistent focus on a very limited number of historic cases help or hinder improving management best practice and should we instead identify and analyze 'new icons' from more recent experience.