Index
2023; Emerald Publishing Limited; Linguagem: Inglês
10.1108/s2398-391420230000006014
ISSN2398-3922
Tópico(s)Corporate Social Responsibility Reporting
ResumoCitation (2023), "Index", Rodríguez-Salcedo, N., Moreno, Á., Einwiller, S. and Recalde, M. (Ed.) (Re)discovering the Human Element in Public Relations and Communication Management in Unpredictable Times (Advances in Public Relations and Communication Management, Vol. 6), Emerald Publishing Limited, Bingley, pp. 229-234. https://doi.org/10.1108/S2398-391420230000006014 Publisher: Emerald Publishing Limited Copyright © 2023 Natalia Rodríguez-Salcedo, Ángeles Moreno, Sabine Einwiller and Mónica Recalde. Published under exclusive licence by Emerald Publishing Limited INDEX Activism, 141–143 Activists, 141–143 Adversary activism, 140–141 Aftercare phase, 18, 24–25 Age discrimination, 101 Asociación de Directivos de Comunicación (DIRCOM), 66–67 Associacão Brasileira de Comunicacão empresarial (ABERJE), 66–67 Associacão Portuguesa de Comunicacão de Empresa (APCE), 66–67 Associations codes, 72–74 Awareness phase, 17, 23 Baby Boomers, 106 Black Lives Matter movement, 82 Business-related D&I objectives, 91 Career controlling power, 196 Challenges of Change in Unpredictable Times , 2 Charta der Vielfalt (Diversity Charter), 95 Chartered Institute of Public Relations (CIPR), 64–67, 181–182 #ChooseToChallenge movement, 82 Classic lobbying, 212 Code of Athens, 64 Code of Ethics, 64 Communication climate, 85–86 discrepancies, 48–49 managers, 108 researchers, 212 skills, 3, 49 tasks, 113 of women as political leaders, 50–51 Communication Accommodation Theory (CAT), 107–108 Communicative Predicament of Ageing (CPA), 107–108 Communicators, 30–31, 39 Consejo Profesional de Relaciones Públicas (CPRPA), 66–67 Conservation, 68 ‘Content analysis of universities’ digital communication, 34–35 Corporate comportment, 142 Corporate social responsibility (CSR), 145 COVID-19 crisis, 3, 52 pandemic, 1, 3, 48, 50, 52 Credibility, 167 Crisis, 33 Crisis communication, 48 data analysis, 53–54 data collection, 52–53 findings, 54–57 limitations and suggestions for future research, 58 literature review, 49–51 research framework, 52–54 theoretical background, 48–49 Criticism, 142 Croatian universities, 32–33 perception of identity, 37–38 Customization, 112–113 Delayed reciprocity, 49, 54 Demographic change, 101 Descriptive statistics, 130 Dialogical communication, 85–86 Digital communication (see also Crisis communication), 33, 213–214 Digital feedback tool drivers and barriers, 19–20 heat transition, 20–22 literature review, 11–12 methodology, 13–16 recommendations, 25–27 research design, 14–16 research goal and questions, 13–14 resident questions, motivations and barriers, 16–20 SMM, 11–13 Digital instruments, 212–213 Digital lobbying changing lobbying process in digital age, 212 characterizing, 220–223 findings, 217–223 lobbying actors in digital setting, 212–214 methodology, 214–217 Digital technology, 1, 10 Dissemination of spokesperson stigma, 172–174 Diversity management, 82–84 in organisations, 83–84 Diversity and Inclusion programs (D&I programs), 3, 82 management, 83 managers, 86–87 studies on, 84 E-marketing tools, 31–32 Education, 31–32 Effective internal communication, 100 Employee activism, 4, 140 badmouthing, 150–151 as communication phenomenon, 146–151 implications, 151–154 importance, 140–141 internal–external activism continuum, 143–144 key triggering factors, 144–146 Employee activists, 140, 143–144 activities and campaigns, 144 initiatives, 140–141 Employee engagement (EE), 124, 130 data collection and participants, 128–129 key drivers, 1245 limitations and future studies, 134 measures, 129 method, 128–129 as outcome of social exchange, 125–126 results, 130–131 theoretical overview, 124–127 Employees, 139–140 communication, 146–147 outcomes, 127 voice, 147 Energy transition, 9 Engagement, 125–126 Entrepreneurial university, 31 Environmental activists, 143–144 Ethical universalism, 75 Ethics, 3, 62 of justice, 49 Ethics codes, 62 presence of values in, 69–71 Ethics of care, 48–49 in communication, 51 European Public Relations Education and Research Association (EUPRERA), 1 community, 2 theme, 1 Everyday life behaviours, 10 Excellence Theory, 108 Execution phase, 18, 24 Expert consulting, 85 Expressive dimension, 169–170 F.A.C.T.S. awareness campaign, 56 Facebook, 35, 40 Federal Council and Regional Councils of Public Relations Professionals in Brazil (CONFERP), 64 Feedback intervention tool, 11 Feminism, 3 Financial barriers, 20 Finnish media, 201 Finnish PR consultants, 5, 194–195, 197, 199 Focus group, 216 Fridays For Future (FFF), 212 Functional dimension, 169 Future of lobbying, 224 Gamification, 2–3 Generation-specific segmentation in strategic internal communication, 102, 104, 107–108 definitions and key elements, 102–103 intergenerational and intercultural communication, 107–108 segmentation of internal stakeholders, 103–104 theoretical analysis and synthesis of segmentation criteria, 105–106 Generations X, 106 Generations Y, 106 Global Alliance code, 72–73 for Public Relations and Communication Management, 63, 66–67 Goffman, E., 165–167 Google, 139–140 Governments, 31, 50 Gratitude, honesty and wishing best for others, 56–57 Grounded theory approach, 214, 217 Habitual behaviour, 10 Heat transition, 11, 20, 22 bridges, 21–22 gaps, 21 outcomes, 22 situation/reason, 20–21 Hedonism, 68 Higher Education Institutions (HEI), 31–32 Human Element in Employee Communication, The , 3 Identity, 220–223 Inclusive work climate, 84 environment, 83 Intercultural communication, 107–108 Intergenerational communication, 107–108 Intergenerational dialogue, 101 Internal communication (see also Strategic communication), 82–84, 87, 100 common internal D&I communication measures, 89–90 consulting, 85 department, 3 findings, 88–92 literature review, 83–87 methodology, 87–88 and relationship with employee outcomes, 126–127 Internal communication satisfaction (ICS), 126–127, 130 Internal corporate communication, 84–85 in D&I management, 88–89 as means to achieve D&I objectives, 90–92 Internal line management communication, 84–85 Internal project peer communication, 84–85 Internal team peer communication, 84–85 Internal–external activism continuum, 143–144 International Association of Business Communicators (IABC), 31–32, 64–65 International Communications Consultancy Organisation (ICCO), 64–65 International Public Relations Association (IPRA), 64 International Standard Industry Classification (ISIC), 185 Internet, 212–213 Intervention, 2–3 Journalists, 164 in lobbying, 201–202 Kappa coefficient, 68–69 Leadership characteristics, 50–51 skills, 48 LGBTIQ community, 91 LinkedIn, 40 Lobbying (Scotland) Act 2016, 180, 189 Lobbying, 4, 194–195 actors in digital setting, 212–214 changing lobbying process in digital age, 212 consultants in Finland, 198–199 in context of public relations practice, 180–181 findings, 183–189 gender, 183 measurement, 182 method, 182 methodology, 197–198 news media and political communication, 195–197 numbers of staff, 187 political party activity, 184–185 population and participants, 182 qualifications, 183 results, 198–204 sampling, 182 significance of media in, 199–200 staffing resource, 185–187 transparency legislation, 188–189 types and sectors of organisations, 185 Lobbyists, 5, 222–223 benefits of political background, 204 techniques and regulation, 187–188 typology and behaviour, 181–182 Mann Whitney U-test, 174 MAXQDA software, 87–88 Media, 195 attention, 196 lobbyism, 194 relations, 164, 200 reports, 9–10 significance in lobbying, 199–200 Mediation analysis, 130–131 Members of the Scottish Parliament (MSPs), 180 Microblogging sites, 212–213 Moral outrage, 142 Negative word-of-mouth (NWOM), 150 Neighbourhood-oriented ‘unburdening approach’, 19 News media, 195, 197, 200–201 conflicts with, 203–204 efficiency, 202–203 in lobbying, 201–202 Nordic media systems, 196–197 Norwegian PR agencies, 196–197 Openness to change, 68 Optimal Distinctiveness Theory, 84 Organisational communication, 3, 82–83 Organisational dissent, 147–148 Organisational pro-diversity climate, 83–84 Organisational resources, 196 Organisational support, 125 Orientation and choice phase, 18, 23–24 Outside lobbying, 196 Perceived organisational support (POS), 130 Perceived stigma effects on job satisfaction, 174 Personal promotion, 68 Planned communication, 31 Political communication, 50, 194–195, 197 Political decision making, 194–195 Political decision-makers, 195 Political institutions, 212–213 Political leadership, 48–49 Political mobilization, 212–213 Political power in Finland, 194–195 Polyphonic communication approach, 101 Power-sharing, 140 Principled dissent, 147–148 Private universities, 37–38 Pro-diversity climate, 83–84 Process consulting, 85 Profession, 62 method, 66–69 procedure and instruments, 67–69 results, 69–74 sample, 66–67 theoretical framework, 63–66 Professional associations, 62 Professional public relations associations, 63 bodies, 62 Psychological contract, 125 Psychological contract fulfilment (PCF), 130 Public affairs (PA), 4, 212–213 in context of public relations practice, 180–181 numbers of staff, 187 Public relations (PR), 30, 164, 212–213 associations, 62–63 and communication experts, 40 consultants, 194, 201 ethics, 62 function, 31–32 personnel, 41 workers, 30–31 Public Relations and Communications Association (PRCA), 181–182 Public Relations Society of America (PRSA), 64, 66–67 Public universities, 34–35 Qualitative method, 197 Regulation, 181–182 Relationality, 49, 56 Relationships, 68 Reserved powers, 180 ‘Residents’ journey, 12 Scale reliability, 130 Schwartz’s theory of basic human values, 62–63, 65, 67 Scotland, 55, 180 Scottish lobbyists, 5, 182 Scottish National Party, 184–185 Scottish Parliament, 180 Segmentation of internal stakeholders, 103–104 Self-monitoring, 10 Sense of belonging, 84–85 Sense of responsibility, 49, 55–56 Sense-making method (SMM), 11–13 Situational Theory of Problem Solving, 148 Slacktivism, 146 Smart energy meters, 2–3, 10–11 Social change, 49, 54–55 Social comparison, 19 Social dimension, 169 Social exchange quality indicators, 124–125 employee engagement as outcome of social exchange, 125–126 internal communication and relationship with employee outcomes, 126–127 organisational support, 125 psychological contract, 125 Social issues, 144–145 Social media(see also News media), 146, 212–213 change through, 217–220 Social network communication, 35 Social networking, 212–213 State University, 38, 40 Statement on COVID-19 Communication , 2 Stigma, 4 concept, 164–165 of Goffman, 165–167 Stigma ‘spokesperson’, 165–171 empirical findings on attitudes towards, 168–170 methodology, 171–172 results, 172–174 as stigmatisable group, 167–168 Stigmatisation, 164–166 effects, 170–171 Strategic communication, 30–31, 84–85, 100–101, 168, 212–213 findings, 34–40 methodology, 32–33 staff’s activities, 38 theoretical framework, 31–32 Strategic communicators, acting as, 148–149 Strategic internal communication, 100 findings, 109–114 generation-specific segmentation in strategic internal communication, 102–108 method and research design, 108–109 Survey, 128–129 Sustainability, 11–12 Swedish PR agencies, 196–197 Temporal duality, 1 Theory of basic human values (see Schwartz’s theory of basic human values) Transcendence, 68 Transparency, 220–223 Transparent lobbying, 219 Triangular qualitative analysis, 5 Triple Helix University concept, 31 Two-way communication, 85–86 Universities, 30–32 interviews with university representatives, 35–40 UWES, 129 Values, 67–68 VERN University, 34–35 Book Chapters Prelims Introduction Challenges of Change in Unpredictable Times Uncovering Design Criteria for a Digital Feedback Tool to Promote Energy Saving Behaviour Strategic Communication in Unpredictable Times: A Case Study of Croatian Universities Feminist Crisis Communication and Ethics of Care: An Analysis of Crisis Communication Messages From First Minister of Scotland, Nicola Sturgeon, During COVID-19 Pandemic The Guiding Principles of the Profession: A Comparative Study The Human Element in Employee Communication Diversity, Inclusion, and Communication: The Role of Internal Communication in Creating an Inclusive Work Environment Strategic Internal Communication and Generational Change: Opportunities and Challenges for Segmentation and Customization by Generation. A Study of Swiss Communication Managers The Effects of Social Exchange Quality Indicators on Employee Engagement Through Internal Communication Employee Activism: When Employees Speak Out Publicly Against Their Employer The People Behind Strategic Communication Stigmatisation of Spokespersons Regulated Lobbying in Scotland: A Typological Study of Public Affairs Practitioners The Elements of Advocacy: Finnish PR Consultants' Media Strategies in Lobbying Discovering Digital Lobbying: How Digital Transformation and Social Media Affect Classic Lobbying Actors Index
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