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1.
- Approaching the tenth anniversary of this Journal of Public Affairs, as the editorial team we offer this extended literature review as our reflection on the evolution and development of public affairs, both as an academic discipline and a professional practice. It is a necessarily personal and subjective contribution, highlighting the issues and areas which we believe represent significant continuing debates. The article considers how public affairs is, and should be, defined; examines the range of activities which theorists and practitioners understand as falling within the scope of corporate public affairs; analyses the relationship between public affairs and corporate political activity as different though complementary fields; discusses the importance of the public issues life cycle and the issues management models; and calls upon the public affairs community to defend the position of public affairs as the fundamental bridge between the organisation, society and government, in the face of challenges from other organisational functions.
2.
- This article was initially a reaction to the special issues of the Journal of Public Affairs on the relative lack of theoretical foundations for the research and practice of public affairs (Vol. 1 no. 4, Vol. 2 no. 1, 2002).
- The social‐scientific approach that is known under the name constructionism has interesting implications for the study and the practice of this field. The authors explore some of its central concepts and implications such as framing, priming, typification, claims making, symbolic power, background, sense making and narrative construction. They test some of these concepts for their applicability and usefulness for research, theory building and practice in the field of public affairs.
3.
In the past two decades, the Journal of Public Affairs has solidified corporate public affairs as a legitimate leadership skillset vital to driving future business growth. Yet, more work at a persistently overlooked gap in the Journal, the intersection of public affairs and family businesses, might shed new light on thriving, trusted, and sustainable business practices. This paper examines the unique contributions of family businesses as trusted influencers. As one of the most prominent forms of business, worldwide, family businesses persistently enjoy unusually high levels of public trust while collectively employing millions of wage earners yet their contributions to corporate external affairs research ostensibly have been largely overlooked. These “silent” community and social influencers offer a potentially new perspective on effective public outreach given their persistent and unique trust advantage. Family business' trust-based capabilities can potentially bring new insights to understanding effective stakeholder engagement, credible communications, and issues management—the sweet spot of corporate public affairs functions. Future research opportunities based on relational- and locational- advantages of trusted family businesses are identified. 相似文献
4.
William D. Oberman 《Journal of Public Affairs (14723891)》2008,8(4):249-260
- The goal of this paper is to build an understanding of core public affairs resources, their development and their relationship to competitive advantage. The perspective employed is that of the resource‐based view (RBV) of the firm and the resources associated with public affairs are viewed in strategic terms. Public affairs is conceptualized as a dynamic capability whose function is to ‘catalyse’ latent socio‐political resources into operational ones that can be used in pursuit of sustainable competitive advantage. The types and development of public affairs resources are described. A model of the dynamics of resource development and exploitation is offered, along with simple typologies of the major operational resource categories of access and legitimacy.
5.
Tony Jaques 《Journal of Public Affairs (14723891)》2006,6(1):69-74
- Of all the tools and techniques applied within the field of public affairs and corporate communication, Issue Management is undoubtedly the one which most often attracts excessive process at the expense of real progress. Understanding the causes and sources of this over‐emphasis on process is important to the long‐term success of issue management as an effective tool.
- That understanding is also important to the development of Issue Management models which promote an optimal balance between following a disciplined approach and formulating creative and original solutions.
6.
Robin H. Pedler 《Journal of Public Affairs (14723891)》2001,1(2):113-123
Public affairs in the third millennium will develop in three significant ways.
- (1) It will deal increasingly with global issues and authorities. ‘The chief executive needs to be an entrepreneur with global vision. He needs political skills, to steer a course through the regulatory maze.’
- (2) The companies that succeed may be global, but many of the regimes of regulation and control will remain national. The ability to deal with them will be essential.
- (3) Public affairs will have to deal effectively not only with national and international regimes but also with organised ‘civil society’. NGOs have now formed global alliances. They are recognised and consulted formally and informally and have begun to ‘show their teeth’.
- (1) Support for mergers: As globalisation proceeds by merger, companies will need fluency in communicating the benefits of mergers, both internally and externally.
- (2) Trading identities: As countries go for national brands to achieve tourism and investment, mega‐merged global companies are using nation‐building techniques to achieve internal cohesion across cultures.
7.
Mordecai Lee 《Journal of Public Affairs (14723891)》2008,8(3):185-194
- A majority of US cabinet departments now have an assistant secretary for public affairs. As a subcabinet office, such appointments are presidential nominations and require Senate confirmation. Given Congress's general hostility to public affairs in the US executive branch, how did such a position first come into being, thereby creating the precedent and a template for other departments? This historical inquiry identifies the US State Department as the first with an assistant secretary for public affairs. However, the office only gradually emerged as a staff position, with Congress never having an opportunity to vote on the principle of creating such a subcabinet office. Once established, other cabinet departments gradually followed suit, to the point that such positions are now routine in Washington, DC.
8.
- This paper discusses the integrated public affairs model most common in Australian companies, and its rationale. It describes some key characteristics of the function, drawing on a comprehensive survey of public affairs departments in late 2003. The function has become more senior and strategic, more closely aligned to business imperatives and with stable or growing budgets. It identifies areas of increased attention for practitioners, including support for organization transformation and culture change, stakeholder relations as a line, as well as staff function, reputation management and sustainability reporting.
9.
- Modernization processes within different fields of political communication rise new challenges. Public affairs consultants are said to meet these challenges in both an effective and efficient way. Nevertheless, the rise of public affairs consultants also poses the question of their accordance with basic principles of modern democracy. Do public affairs consultants foster or impede the democratic process with respect to participation and representation? This question is answered on the basis of empirical data on public affairs consultants in Switzerland. The analysis points out three distinguishable fields of service: lobbying, political public relations and campaigning. Whereas campaigning has the strongest public‐orientation and emphasizes direct democratic institutions, the other two fields tend to be more in the backstage of the public. Results regarding public affairs services suggest a structural discrepancy between public and non‐public forms of communication, which according to normative democracy theory has to be judged critically. With view to clients, policy fields and party affiliations, the results show strong imbalances in interest representation, which seem to have mainly structural and economic reasons. In the conclusion, these results are discussed with view to the necessity of more transparency and a further professionalization.
10.
- The strength of a democracy rests with having an informed public. The relatively recent advent of C‐Span at the national level and the state‐based equivalents such as CT‐N in Connecticut now provide the most thorough and unbiased coverage of public affairs information that has ever been disseminated in the U.S. The importance of these networks rests with the word of mouth influence that the smaller, demographically diverse, opinion leader audience for these stations have on the rest of society. A series of surveys of CT‐N viewers over three years provides a good picture of what their opinion leader audience looks like and how it is evolving. This information may be useful for other public affairs television networks.
11.
- The past ten years have been marked by significant changes in technology, politics and economics. These changes have affected the social and regulatory environments in which public affairs (PA) officers operate. This paper describes how PA officers at 74 large US corporations perceive these environmental changes and how PA activities have changed from ten years ago.
- The data reported in this paper were collected first in 1993, then again in 2003. The results show a rather even split between respondents: half (39) believe that their political/regulatory environment is simpler today than was the case ten years ago, half (33) believe that it has become more complicated; half (35) believe there is less social interest in their operations and half (32) believe there is more. The paper then examines the changes in PA activities and performance over the past ten years
- Overall, PA officers are more pleased with their performance (at least in managing social issues and achieving social objectives) than they were in 1993.
12.
This article offers an overview of the conceptual, substantive, and practical issues surrounding “big data” to provide one perspective on how the field of public affairs can successfully cope with the big data revolution. Big data in public affairs refers to a combination of administrative data collected through traditional means and large‐scale data sets created by sensors, computer networks, or individuals as they use the Internet. In public affairs, new opportunities for real‐time insights into behavioral patterns are emerging but are bound by safeguards limiting government reach through the restriction of the collection and analysis of these data. To address both the opportunities and challenges of this emerging phenomenon, the authors first review the evolving canon of big data articles across related fields. Second, they derive a working definition of big data in public affairs. Third, they review the methodological and analytic challenges of using big data in public affairs scholarship and practice. The article concludes with implications for public affairs. 相似文献
13.
Leighton Andrews 《Journal of Public Affairs (14723891)》2006,6(1):31-45
- Over the last fifteen years, the word Spin has come to define both the process of political communication, and the practice of public relations itself. The history of the term requires some examination. Arguably, until around 1992, Spin did not have such a widespread meaning—it was simply one tactic in an election campaigner's armoury.
- Now it seems to embrace the whole process of communication, not only between election campaigners and the media, but also between a Government and its people, or between a public relations professional in any field, and his or her target publics.
- The development of Spin as a word has gone through a number of stages which will be addressed in the course of this paper. It now has widespread popular usage, which has arisen through two principal processes: The increasing celebrity status of the spin‐doctor role: and the usefulness of the word to tabloid sub‐editors.
- By 1997, when New Labour came into Government, the discourse of spin was firmly established.
14.
Reputation is of growing interest for the study of public bureaucracies, but a measurement that can discern between the subdimensions of reputation and is validated on real-life audiences has remained elusive. The authors deductively build, test, and cross-validate a survey instrument through two surveys of 2,100 key stakeholders of the European Chemicals Agency, the European Union chemicals regulator. This empirical tool measures an agency's reputation and its building blocks. This scale represents an important contribution to reputation literature, as it allows scholars to distinguish and measure which aspects of reputation public organizations are “known for” and build their claim to authority on, as well as how the profiles of public organizations differ. The authors find that direct stakeholder contact with the agency is necessary for stakeholders to be able to evaluate the separate dimensions of reputation independently. Evidence for Practice
- This study equips practitioners with a reputation barometer tailored to the public sector. It allows them to measure the reputation of their organization, in a differentiated fashion, among different stakeholder groups.
- While public organizations increasingly engage in reputation management activities, a potential caveat that emerges from our exercise is that managers might be steering in non-astute directions. While our study shows that, as for private actors, “performance matters,” procedural and moral aspects also weigh heavily in the eyes of stakeholders when it comes to public regulators.
- To secure a positive organizational image and the authority crucial for public agencies to operate, the performance management turn in the public sector may need to be supplemented by an enhanced organizational attention to procedural and moral aspects.
15.
Phillip Harris 《Journal of Public Affairs (14723891)》2007,7(2):181-191
- Niccolo Machiavelli is introduced and used as a guide to some of the key issues facing modern business and government. Machiavelli's morality and philosophy is explored and reflected upon. Insights into the realities of power and decision making are used to reflect on the emergence of the modern public affairs industry. Key lessons are suggested for success.
16.
Martin B. Meznar Julius H. Johnson Philip J. Mizzi 《Journal of Public Affairs (14723891)》2006,6(1):58-68
- Being in the public eye puts pressure on an organization's Public Affairs (PA) function. This study finds that firms more closely covered by the press tend to be more forceful in promoting their own position on social issues (social buffering). Press coverage is not associated with greater corporate efforts to comply with societal expectation (social bridging). Overall, press coverage is weakly associated with lowered perceived corporate public affairs performance.
17.
Asmus Leth Olsen 《Public administration review》2015,75(3):469-478
This article introduces the importance of equivalence framing for understanding how satisfaction measures affect citizens’ evaluation of public services. Does a 90 percent satisfaction rate have a different effect than a logically equivalent 10 percent dissatisfaction rate? Two experiments were conducted on citizens’ evaluations of hospital services in a large, nationally representative sample of Danish citizens. Both experiments found that exposing citizens to a patient dissatisfaction measure led to more negative views of public service than exposing them to a logically equivalent satisfaction metric. There is some support for part of the shift in evaluations being caused by a negativity bias: dissatisfaction has a larger negative impact than satisfaction has a positive impact. Both professional experience at a hospital and prior exposure to satisfaction rates reduced the negative response to dissatisfaction rates. The results call for further study of equivalence framing of performance information.
相似文献Practitioner Points
- The valence (positive/negative) of performance information can have substantial effects on citizens’ perception of public services—even if the underlying performance is exactly the same.
- Presenting citizens with a dissatisfaction rate of 10 percent induces a much more negative evaluation of public services than presenting them with a logically equivalent satisfaction rate of 90 percent.
- Policy makers must carefully consider how minor equivalent changes in the presentation of performance information can induce large shifts in citizens’ perceptions of public service performance.
18.
Temporal factors such as time and timing are so self‐evident in public affairs that they are rarely mentioned and even less frequently researched. Time is seen as the independent variable—a scaffold that underpins a calendar of communication events, legislative and regulatory processes, or issue lifecycles. However, time is a more complex and essential variable to contemplate than public affairs (and most other) executives give it credit for. This paper explores 16 unique ways to think about time, applying those dimensions to the Amazon HQ2 (second headquarters) selection process to illustrate how public affairs executives could use them to illuminate aspects of strategy and behavior they might otherwise not consider. Strategically, understanding interconnected dimensions of time improves clarity in the choice‐making process, allowing public affairs executives to exploit ideal timing as they execute their strategies. 相似文献
19.
- Business associations play a significant role in private–public interactions by aggregating company interests and relating these to political decision makers. Associations are particularly important for smaller firms, which generally do not have the resources to pursue political strategies independently. This paper discusses the question of what the motives are for small and medium‐sized firms to maintain their membership in national trade associations at a time when the European business environment is undergoing profound changes. Using the example of the Netherlands, it is argued that associational membership is determined foremost by political considerations. The implication of this conclusion is that national business associations continue to perform an important function in mediating business–government relations. Despite the internationalization of public decision making, these organizations remain important intermediaries for corporate public affairs.
- 1 We would like to thank two anonymous referees for their helpful comments and suggestions.
20.
To develop and implement policy, lawmakers rely on the input from external experts and stakeholders. Public affairs professionals are responsible for monitoring the sociopolitical environment and responding to public policy proposals on behalf of firms and organizations. However, how public affairs operate intraorganizationally and develop information strategies is not clear nor consistent in the literature. The purpose was to explore how public affairs engage with internal stakeholders to leverage their knowledge for information strategies in responding to policymakers. Knowledge transfer served as a theoretical framework through a qualitative multiple case study of 3 not-for-profit healthcare delivery organizations. Primary data were collected using semistructured interviews from public affairs (n = 11) and healthcare professionals (n = 18) along with a review of organizational documents and public records. Patterns and themes emerged through cross-case synthesis, presented as a process-based model and theory. Public affairs structures and decision-making processes varied across cases indicating no coherent approach by practitioners. Intraorganizational engagement and knowledge transfer processes were managed both consistently and ad hoc, through informal and formal methods. Practitioner strategies and tactics were identified to facilitate internal interaction such as filtering policy issues and effective communication methods. Common institutional barriers were identified that made stakeholder engagement a challenge. This study provides insight into understanding how public affairs practice internally and supports the fundamental importance of linking knowledge into public policymaking. 相似文献