It is generally accepted, or perhaps commonly considered, that public relations or PR is a primary process applied in building image and reputation in organizations and institutions regardless that such as profit- and non-profit in nature. Public relations and its practice is “an integral part of the functioning of modern society” (Singh and Smyth 2000, 388). To Lamb and Mckee (2005), PR is an excellent avenue for the processes of monitoring, interaction, and response with other key groups or stakeholders within the organizational or any given setting. It is simply communication is action. There are many definitions that refer to PR but Lamn and Mckee’s simply says it all: “…the communication and action on the part of an organization that supports the development and maintenance of mutually beneficial relationships between the organization and the groups with which it is interdependent” (1). Looking on the said definition, relationships particularly those that are mutual and beneficial are given more significance. It is understood that most PR practitioners including scholars affirm that relationships are the key indicator of successful public relations practice (Grunig and Huang 2000, 24). Relationships are characterized by support from all parties involved. Meanwhile, the task of PR manager and other experts is to publicize all those attributes to the public and the target audience or organization. The success of a PR campaign is argued to be dependent not only on the applicability of the campaign, but also the understanding of situation, identifying objectives, pointing out key issues to be addressed, target audience and stakeholders, designing methods (i.e. communication strategies), allocating budget, and conducting evaluation. Furthermore, the role of key implementers of a PR campaign is important. Managerial expertise and client’s involvement is perceived to be essential and fundamental.
PART A.
1. James Grunig’s Four Models of Public Relations Practice: evidences in the campaign
• The Australian Road Rules
Accordingly, the success of the new Australian Road Rules is a product of an excellent PR campaign through extensive and maximum use of information and communication strategies, strict implementation of key authorities, active participation and support from stakeholders, and continuous evaluation. In return, the Australian Road Rules became a model of road safety policy not only in Australia but in some parts of the globe. It is a safer, more consistent approach to traffic regulation, promote courtesy, and are easier to understand and obey for all road users. Looking on James Grunig’s four models of PR practice in general perspectives, it can be considered that each model is used at a certain position and degree. But in specific perspective, it mainly used the two-way symmetrical communication.
Press agentry – this model relates to a communication program that attempt to encourage publicity, especially in the mass media. To some point, the campaign applied this model when they use communication materials (e.g. media backgrounders) to establish awareness among people through faster vehicles of communication. There is a deliberate and immediate attempt to establish awareness and eventually gain attention about the intended output. Thus, press agentry seems to be a primary action. There is also the intention to persuade and influence the target audience to act based on organizational power.
Public information model – this model is based on the application of “journalists in residence” to circulate relevant and relatively objective information through the mass media and controlled media such as newsletters, brochures, and direct mail. The campaign used letterbox booklets, brochures, flyers, media releases, advertorials, and progress reports among others. The journalistic attribute, which is communicating a message through written outputs, is used. Information dissemination through print media techniques is among the key determinants of this model.
It is argued that these two PR models are one-way in nature. This means that they describe communication initiatives or programs without research and strategic planning. On the case of the Australian Road Rules, this is not seen as the campaign is based on extensive research and strategic planning as well as implementation. The two previously mentioned models are also asymmetrical in nature as they mainly attempt to create a reputable and good image of an organization based on propaganda (press agentry) or by disseminating only favorable information (public information). This is not seen, however, on the case of the Australian Road Rules.
Two-way asymmetric communication – this is considered as more sophisticated approach as compared to the previous models. Pratt and Lennon (2001) consider that an increase in sophistication of the PR process calls for deducing action plans as alternatives for program objectives. This is supported by the presence and application of research in order to develop messages that are directed to the target audiences and with deliberate goal of persuasion and to behave based on organizational power. Indeed, the campaign is based on research as it looked on strategic and educational issues before creating strategies. Most researchers consider two-way asymmetrical communication – like press agentry and public information – is less effective (Grunig et al. 1992, 18).
Two-way symmetric communication – this is the model in which research is also done but with special attention given on management of conflict and improving the knowledge with strategic publics. In the study of Huang (2004), she used Grunig and Hunt’s (1984) consideration that “communication is symmetrical when the public has some effect on it; that is, when the communicator is willing to initiate changes from his or her side” (334). The earlier studies of Grunig (1989) and Grunig and Grunig (1992) emphasize the normative ideal and result in effective PR using the two-way symmetrical communication model for most situations. The case of the Australian Road Rules clearly shows the nature of the two-way symmetrical communication because it centrally catered to issues and came up with strategies that will directly (and even indirectly) require public participation and support. There is the presence of looking on issues and creation of strategies to manage the identified strategic and educational issues. The involvement of the public is very crucial on this model. Because of this model, the campaign succeeded in achieving its objectives and delivered on the target date and specified budget allocation.
• The National Youth Week 2000
The National Youth Week (NYW) 2000 is a national virtual event in Australia that succeeded due to effective PR campaign using a multimedia program to promote the various activities for the Week and similarly provide national attention on these activities. Looking on James Grunig’s four models of PR practice, it can also be considered that the said campaign used each model at a certain point of the campaign and limited extent. It employed the models of press agentry, public information, and two-way asymmetrical communication in its general and initial stages yet specifically ended up using the two-way symmetrical communication. Like the case of the Australian Road Rules, it is research-based (i.e. literature review of topics about youth) and mutual understanding and participation of the organization and target audience or even the general public are obtained. The campaign used web site and effective management. The web site distinctively featured celebrities, a national music competition, a virtual showbag and virtual concert. Among the most remarkable aspects of the campaign are the application of multimedia, integration of youth marketing, presence of sponsorship, and government support. While the Australian Road Rules cater to road safety policy involving a variety of stakeholders, the NYW specifically promotes the ideals of youth and directly appeals to the younger population while similarly gaining support from various aspects of the national population. As Smith (2004) emphasized, a specific PR campaign is supposed to be an intensive effort that is directed to achieving research-based goals in the course of applying relevant and appropriate communication strategies and measuring beneficial outcomes. There is no major differences in the PR practice used in both cases, thus, James Grunig’s models are seen applicable especial the two-way symmetrical communication model.
2. The importance of the consultant’s role: in contrast to in-house practitioner
Public relations is highly valued and recognized as effective means to interact with various internal and external stakeholders at different levels. However, the effectiveness of any PR campaign is based on the ability of the people behind it. The role of the consultant is tantamount to a manager who does planning, organizing, staffing, directing, and controlling. Since PR practice is deliberate, the role of the consultant is important because he/she serve as the main framework and the key person behind the materialization of the framework itself. Everything, including processes like decision making and taking or strategy formulation and implementation among others come from his/her power. It is basically the function of the consultant that defines or justifies his/her importance in the success or failure of a specific PR practice or campaign. The Australian In both cases, it is more acceptable if a consultant facilitates each PR campaign rather than an in-house practitioner. This is rooted on the idea of objectivity and credibility. This kind of work calls for the ethical role of the practitioner (Harris 2005). The element of continuity is also considered. Howell and Miller (2006) argue that the unavailability of key public relations personnel and consultants to work on PR campaigns and other initiatives can lead in a misrepresented legal circumstances and communication issues or crises and risking the organization and its management as well as stakeholders and other parties involved.
PART B.
The Role of the Public Relations Practitioner in the Non-profit Sector
Basically, the main idea of public relations is to credibly render a good reputation of a specific organization. It is a perceived and universal idea that a good reputation is one of the major elements for organizational success. As Winkleman (1999) declares, it should be maintained because once it is tarnished; it could be very difficult to regain. If the reputation is lost, regaining it is among the PR man’s job and ultimate challenge. Nakra (2000) stated: “A company's reputation affects its ability to sell products and services, to attract investors, to hire talented staff, and to exert influence in government circles” (p.35). This is applicable to all organizations – profit or non-profit in terms of management. The PR practitioners’ job is to publicize all good attributes and traits to the public and to the target people or organization. Many companies that are profit-oriented have gained enough positive reputation because of effective PR. For instance, ‘Johnson and Johnson’ is respected for its moral and ethical values, established all over the world; while GE is praised for high employee retention (Nakra 2000). Existing facts about the companies do not just go out to the public with just mere benchmarking results. Rather, they are carefully publicized by public relation tactics i.e. disseminated to broadsheets, tabloids, televised press conferences, etc. That is why PR is closely related with corporate branding and governance. The management does the cultivation of the corporate brand, and then PR distributes the improvement and handles issues that are harmful to the company’s image and reputation. But how does PR practice in non-profit organizations differ?
Significant differences in public relations practices have been found in various research studies. In earlier literature, McElreath (1993 cited in McElreath and Blamphin 1994, 81) explored profit organizations and discovered that they engage in more stockholder relations. These organizations, with the application of nonroutine technologies, interacts more in a face-to-face basis. Also, they are highly regulated and spend more time evaluating their public relations. In profit-oriented sectors, corporate brand communication is evident. This is also seen in non-profit sectors but in lesser extent. Corporate brand communication is the building up a reputation of a profit-oriented organization with special attention given on corporate brand. This refers to the overall characteristic of the organization, which provides: marks denoting ownership; image-building devices; symbols associated with key values; means by which to construct individual identities; and a conduit by which pleasurable experiences may be consumed (Balmer and Gray 2003). Corporate brand communicate the brand’s values, afford a means of differentiation from their competitors, and enhance the esteem and loyalty in which the organization is held by its stakeholder groups (Balmer 2001). Thus, marketing and sales strategies are dependent to the strengths or weaknesses of the corporate brands. If the positive values of the corporate brand are successfully publicized by the PR man, then marketing strategies and sales strategies can use that good publicity to the corporation’s advantage. In contrast to non-profit sector, communication is based not on brand but on the nature, objectives, activities, and other advantages of a given organization. Non-profit organizations are also recognized to significantly more likely to make the most of an advertising and/or PR agency on a project-by-project basis. The matter in terms of the relationship of marketing and reputation is the key distinction. Lastly, the consideration of budget is among the main attributes that obviously characterizes a non-profit organization in terms of PR functions as compared to organizations that work towards profit accumulation.
The Differences of In-house PR Practitioner and PR Consultant
A PR practitioner can work in a PR consultancy or an In-house PR department. The differences of the two opportunities are:
• A PR consultant works in an agency that provides guidance and specialist services to clients particularly of big businesses and corporations
• An In-house PR practitioner works exclusively for an organization.
In various literatures like Dyer and colleagues (2002), In-house PR professionals can be clients of PR consultancies who are governed by PR Consultants with full service or specialist offer. In-house PR practitioners are undertakes PR programmes for their own specific organizations. While PR Consultants holds a large team, In-house PR experts have smaller teams to oversee other PR processes like marketing (e.g. advertising and direct marketing).
Furthermore, In-house PR practitioners work in their specified department and have specific tasks. The department in which they work is not subject to PR industry regulations. However, it is possible that In-house PR practitioners within the organization acquired membership or affiliation to any professional and regulatory body. Membership or affiliations ensures individual practitioners to adhere to professional codes of conduct in handling their roles and responsibilities. In certain industries, In-house PR departments and practitioners are governed by other standards or codes related and based on their own specific industry environment.
In general, the nature of work of the In-house PR practitioner and PR Consultant is similar provided that it falls on the idea of public relations – maintaining effective communication between the organization or client and the public. Smith (2004) noted that PR professionals in the workplace are exposed to multitasking as they function particularly in both the technician and the managerial roles. To Smith (2004, 1),
Public relations professionals used to be called upon mainly for tasks such as writing news releases, making speeches, producing videos, publishing newsletters, organizing displays and so on. Now the profession demands competency in conducting research, making decisions and solving problems.
It is supposed that whether or not a PR practitioner works in a consultancy or a exclusive department of an organization, it is still important that such individual is armed with the needed personal and professional knowledge, skill, and abilities in order to perform the challenging role of the public relations practice.
References
Balmer, JMT (2001) ‘Corporate identity, corporate branding and corporate marketing: seeing through the fog’, European Journal of Marketing, 35: 3/4, 248-91
Balmer, JAT and Gray, ER (2003) ‘Corporate brands: what are they? What of them?’ European Journal of Marketing, 37: 7/8, 972-997
Dyer, S, Buell, T, Harrison, M, & Weber, S (2002) ‘Managing Public Relations in Nonprofit Organizations’, Public Relations Quarterly, 47: 4, 13-17
Grunig, JE (1989) ‘A Situational Theory of Environmental Issues, Publics, and Activists’, in Huang, Y (2004) 'Is Symmetrical Communication Ethical and Effective?', Journal of Business Ethics, 53: 333-352
Grunig, JE & Grunig, LA (1992) ‘Models of Public Relations and Communication’, in Huang, Y (2004) 'Is Symmetrical Communication Ethical and Effective?', Journal of Business Ethics, 53: 333-352
Grunig, JE & Huang, Y (2000) 'From Organizational Effectiveness to Relationship indicators: Antecedents of Relationships, Public Relations Strategies, and Relationship Outcomes', in Bruining, S. D. & Ledingham, J. A. (eds), Public Relations as Relationship Management: A Relational Approach to the Study and Practice of Public Relations, Lawrence Erlbaum Associates, Mahwah, NJ, pp. 23-53
Grunig, JE & Hunt, T (1984) Managing Public Relations, Holt, Rinehart, Winston, New York
Harris, R (2005) ‘When giving means taking: Public relations, sponsorship, and morally marginal donors’, Public Relations Review, 31: 4, 486-491
Howell, G & Miller, R (2006) ‘Spinning out the asbestos agenda: How big business uses public relations in Australia’, Public Relations Review, 32: 3, Pages 261-266
Lamb, LF & Mckee, KB (2005) Applied Public Relations: Cases in Stakeholder Management, Lawrence Erlbaum Associates, Mahwah, NJ
McElreath, MP & Blamphin, JM (1994) ‘Partial Answers to Priority Research Questions -- and Gaps -- Found in the Public Relations Society of America's Body of Knowledge’, Journal of Public Relations Research, 6: 2, 81-100
Nakra, P (2000) ‘Corporate Reputation Management: "CRM" with a Strategic Twist?’ Public Relations Quarterly, 45: 2, 35
Pratt, CB & Lennon, G (2001) ‘What’s wrong with outcomes evaluation’, Public Relations Quarterly, 46: 4, 40
Singh, R & Smyth, R (2000) ‘Australian public relations: status at the turn of the 21st century’, Public Relations Review, 26: 4, 387-401
Smith, R (2004) Strategic planning for public relations, Lawrence Erlbaum Associates, Mahwah, NJ
Winkleman, M (1999) ‘The Fickle Finger of Reputation’, Chief Executive, April issue, 79
PART A.
1. James Grunig’s Four Models of Public Relations Practice: evidences in the campaign
• The Australian Road Rules
Accordingly, the success of the new Australian Road Rules is a product of an excellent PR campaign through extensive and maximum use of information and communication strategies, strict implementation of key authorities, active participation and support from stakeholders, and continuous evaluation. In return, the Australian Road Rules became a model of road safety policy not only in Australia but in some parts of the globe. It is a safer, more consistent approach to traffic regulation, promote courtesy, and are easier to understand and obey for all road users. Looking on James Grunig’s four models of PR practice in general perspectives, it can be considered that each model is used at a certain position and degree. But in specific perspective, it mainly used the two-way symmetrical communication.
Press agentry – this model relates to a communication program that attempt to encourage publicity, especially in the mass media. To some point, the campaign applied this model when they use communication materials (e.g. media backgrounders) to establish awareness among people through faster vehicles of communication. There is a deliberate and immediate attempt to establish awareness and eventually gain attention about the intended output. Thus, press agentry seems to be a primary action. There is also the intention to persuade and influence the target audience to act based on organizational power.
Public information model – this model is based on the application of “journalists in residence” to circulate relevant and relatively objective information through the mass media and controlled media such as newsletters, brochures, and direct mail. The campaign used letterbox booklets, brochures, flyers, media releases, advertorials, and progress reports among others. The journalistic attribute, which is communicating a message through written outputs, is used. Information dissemination through print media techniques is among the key determinants of this model.
It is argued that these two PR models are one-way in nature. This means that they describe communication initiatives or programs without research and strategic planning. On the case of the Australian Road Rules, this is not seen as the campaign is based on extensive research and strategic planning as well as implementation. The two previously mentioned models are also asymmetrical in nature as they mainly attempt to create a reputable and good image of an organization based on propaganda (press agentry) or by disseminating only favorable information (public information). This is not seen, however, on the case of the Australian Road Rules.
Two-way asymmetric communication – this is considered as more sophisticated approach as compared to the previous models. Pratt and Lennon (2001) consider that an increase in sophistication of the PR process calls for deducing action plans as alternatives for program objectives. This is supported by the presence and application of research in order to develop messages that are directed to the target audiences and with deliberate goal of persuasion and to behave based on organizational power. Indeed, the campaign is based on research as it looked on strategic and educational issues before creating strategies. Most researchers consider two-way asymmetrical communication – like press agentry and public information – is less effective (Grunig et al. 1992, 18).
Two-way symmetric communication – this is the model in which research is also done but with special attention given on management of conflict and improving the knowledge with strategic publics. In the study of Huang (2004), she used Grunig and Hunt’s (1984) consideration that “communication is symmetrical when the public has some effect on it; that is, when the communicator is willing to initiate changes from his or her side” (334). The earlier studies of Grunig (1989) and Grunig and Grunig (1992) emphasize the normative ideal and result in effective PR using the two-way symmetrical communication model for most situations. The case of the Australian Road Rules clearly shows the nature of the two-way symmetrical communication because it centrally catered to issues and came up with strategies that will directly (and even indirectly) require public participation and support. There is the presence of looking on issues and creation of strategies to manage the identified strategic and educational issues. The involvement of the public is very crucial on this model. Because of this model, the campaign succeeded in achieving its objectives and delivered on the target date and specified budget allocation.
• The National Youth Week 2000
The National Youth Week (NYW) 2000 is a national virtual event in Australia that succeeded due to effective PR campaign using a multimedia program to promote the various activities for the Week and similarly provide national attention on these activities. Looking on James Grunig’s four models of PR practice, it can also be considered that the said campaign used each model at a certain point of the campaign and limited extent. It employed the models of press agentry, public information, and two-way asymmetrical communication in its general and initial stages yet specifically ended up using the two-way symmetrical communication. Like the case of the Australian Road Rules, it is research-based (i.e. literature review of topics about youth) and mutual understanding and participation of the organization and target audience or even the general public are obtained. The campaign used web site and effective management. The web site distinctively featured celebrities, a national music competition, a virtual showbag and virtual concert. Among the most remarkable aspects of the campaign are the application of multimedia, integration of youth marketing, presence of sponsorship, and government support. While the Australian Road Rules cater to road safety policy involving a variety of stakeholders, the NYW specifically promotes the ideals of youth and directly appeals to the younger population while similarly gaining support from various aspects of the national population. As Smith (2004) emphasized, a specific PR campaign is supposed to be an intensive effort that is directed to achieving research-based goals in the course of applying relevant and appropriate communication strategies and measuring beneficial outcomes. There is no major differences in the PR practice used in both cases, thus, James Grunig’s models are seen applicable especial the two-way symmetrical communication model.
2. The importance of the consultant’s role: in contrast to in-house practitioner
Public relations is highly valued and recognized as effective means to interact with various internal and external stakeholders at different levels. However, the effectiveness of any PR campaign is based on the ability of the people behind it. The role of the consultant is tantamount to a manager who does planning, organizing, staffing, directing, and controlling. Since PR practice is deliberate, the role of the consultant is important because he/she serve as the main framework and the key person behind the materialization of the framework itself. Everything, including processes like decision making and taking or strategy formulation and implementation among others come from his/her power. It is basically the function of the consultant that defines or justifies his/her importance in the success or failure of a specific PR practice or campaign. The Australian In both cases, it is more acceptable if a consultant facilitates each PR campaign rather than an in-house practitioner. This is rooted on the idea of objectivity and credibility. This kind of work calls for the ethical role of the practitioner (Harris 2005). The element of continuity is also considered. Howell and Miller (2006) argue that the unavailability of key public relations personnel and consultants to work on PR campaigns and other initiatives can lead in a misrepresented legal circumstances and communication issues or crises and risking the organization and its management as well as stakeholders and other parties involved.
PART B.
The Role of the Public Relations Practitioner in the Non-profit Sector
Basically, the main idea of public relations is to credibly render a good reputation of a specific organization. It is a perceived and universal idea that a good reputation is one of the major elements for organizational success. As Winkleman (1999) declares, it should be maintained because once it is tarnished; it could be very difficult to regain. If the reputation is lost, regaining it is among the PR man’s job and ultimate challenge. Nakra (2000) stated: “A company's reputation affects its ability to sell products and services, to attract investors, to hire talented staff, and to exert influence in government circles” (p.35). This is applicable to all organizations – profit or non-profit in terms of management. The PR practitioners’ job is to publicize all good attributes and traits to the public and to the target people or organization. Many companies that are profit-oriented have gained enough positive reputation because of effective PR. For instance, ‘Johnson and Johnson’ is respected for its moral and ethical values, established all over the world; while GE is praised for high employee retention (Nakra 2000). Existing facts about the companies do not just go out to the public with just mere benchmarking results. Rather, they are carefully publicized by public relation tactics i.e. disseminated to broadsheets, tabloids, televised press conferences, etc. That is why PR is closely related with corporate branding and governance. The management does the cultivation of the corporate brand, and then PR distributes the improvement and handles issues that are harmful to the company’s image and reputation. But how does PR practice in non-profit organizations differ?
Significant differences in public relations practices have been found in various research studies. In earlier literature, McElreath (1993 cited in McElreath and Blamphin 1994, 81) explored profit organizations and discovered that they engage in more stockholder relations. These organizations, with the application of nonroutine technologies, interacts more in a face-to-face basis. Also, they are highly regulated and spend more time evaluating their public relations. In profit-oriented sectors, corporate brand communication is evident. This is also seen in non-profit sectors but in lesser extent. Corporate brand communication is the building up a reputation of a profit-oriented organization with special attention given on corporate brand. This refers to the overall characteristic of the organization, which provides: marks denoting ownership; image-building devices; symbols associated with key values; means by which to construct individual identities; and a conduit by which pleasurable experiences may be consumed (Balmer and Gray 2003). Corporate brand communicate the brand’s values, afford a means of differentiation from their competitors, and enhance the esteem and loyalty in which the organization is held by its stakeholder groups (Balmer 2001). Thus, marketing and sales strategies are dependent to the strengths or weaknesses of the corporate brands. If the positive values of the corporate brand are successfully publicized by the PR man, then marketing strategies and sales strategies can use that good publicity to the corporation’s advantage. In contrast to non-profit sector, communication is based not on brand but on the nature, objectives, activities, and other advantages of a given organization. Non-profit organizations are also recognized to significantly more likely to make the most of an advertising and/or PR agency on a project-by-project basis. The matter in terms of the relationship of marketing and reputation is the key distinction. Lastly, the consideration of budget is among the main attributes that obviously characterizes a non-profit organization in terms of PR functions as compared to organizations that work towards profit accumulation.
The Differences of In-house PR Practitioner and PR Consultant
A PR practitioner can work in a PR consultancy or an In-house PR department. The differences of the two opportunities are:
• A PR consultant works in an agency that provides guidance and specialist services to clients particularly of big businesses and corporations
• An In-house PR practitioner works exclusively for an organization.
In various literatures like Dyer and colleagues (2002), In-house PR professionals can be clients of PR consultancies who are governed by PR Consultants with full service or specialist offer. In-house PR practitioners are undertakes PR programmes for their own specific organizations. While PR Consultants holds a large team, In-house PR experts have smaller teams to oversee other PR processes like marketing (e.g. advertising and direct marketing).
Furthermore, In-house PR practitioners work in their specified department and have specific tasks. The department in which they work is not subject to PR industry regulations. However, it is possible that In-house PR practitioners within the organization acquired membership or affiliation to any professional and regulatory body. Membership or affiliations ensures individual practitioners to adhere to professional codes of conduct in handling their roles and responsibilities. In certain industries, In-house PR departments and practitioners are governed by other standards or codes related and based on their own specific industry environment.
In general, the nature of work of the In-house PR practitioner and PR Consultant is similar provided that it falls on the idea of public relations – maintaining effective communication between the organization or client and the public. Smith (2004) noted that PR professionals in the workplace are exposed to multitasking as they function particularly in both the technician and the managerial roles. To Smith (2004, 1),
Public relations professionals used to be called upon mainly for tasks such as writing news releases, making speeches, producing videos, publishing newsletters, organizing displays and so on. Now the profession demands competency in conducting research, making decisions and solving problems.
It is supposed that whether or not a PR practitioner works in a consultancy or a exclusive department of an organization, it is still important that such individual is armed with the needed personal and professional knowledge, skill, and abilities in order to perform the challenging role of the public relations practice.
References
Balmer, JMT (2001) ‘Corporate identity, corporate branding and corporate marketing: seeing through the fog’, European Journal of Marketing, 35: 3/4, 248-91
Balmer, JAT and Gray, ER (2003) ‘Corporate brands: what are they? What of them?’ European Journal of Marketing, 37: 7/8, 972-997
Dyer, S, Buell, T, Harrison, M, & Weber, S (2002) ‘Managing Public Relations in Nonprofit Organizations’, Public Relations Quarterly, 47: 4, 13-17
Grunig, JE (1989) ‘A Situational Theory of Environmental Issues, Publics, and Activists’, in Huang, Y (2004) 'Is Symmetrical Communication Ethical and Effective?', Journal of Business Ethics, 53: 333-352
Grunig, JE & Grunig, LA (1992) ‘Models of Public Relations and Communication’, in Huang, Y (2004) 'Is Symmetrical Communication Ethical and Effective?', Journal of Business Ethics, 53: 333-352
Grunig, JE & Huang, Y (2000) 'From Organizational Effectiveness to Relationship indicators: Antecedents of Relationships, Public Relations Strategies, and Relationship Outcomes', in Bruining, S. D. & Ledingham, J. A. (eds), Public Relations as Relationship Management: A Relational Approach to the Study and Practice of Public Relations, Lawrence Erlbaum Associates, Mahwah, NJ, pp. 23-53
Grunig, JE & Hunt, T (1984) Managing Public Relations, Holt, Rinehart, Winston, New York
Harris, R (2005) ‘When giving means taking: Public relations, sponsorship, and morally marginal donors’, Public Relations Review, 31: 4, 486-491
Howell, G & Miller, R (2006) ‘Spinning out the asbestos agenda: How big business uses public relations in Australia’, Public Relations Review, 32: 3, Pages 261-266
Lamb, LF & Mckee, KB (2005) Applied Public Relations: Cases in Stakeholder Management, Lawrence Erlbaum Associates, Mahwah, NJ
McElreath, MP & Blamphin, JM (1994) ‘Partial Answers to Priority Research Questions -- and Gaps -- Found in the Public Relations Society of America's Body of Knowledge’, Journal of Public Relations Research, 6: 2, 81-100
Nakra, P (2000) ‘Corporate Reputation Management: "CRM" with a Strategic Twist?’ Public Relations Quarterly, 45: 2, 35
Pratt, CB & Lennon, G (2001) ‘What’s wrong with outcomes evaluation’, Public Relations Quarterly, 46: 4, 40
Singh, R & Smyth, R (2000) ‘Australian public relations: status at the turn of the 21st century’, Public Relations Review, 26: 4, 387-401
Smith, R (2004) Strategic planning for public relations, Lawrence Erlbaum Associates, Mahwah, NJ
Winkleman, M (1999) ‘The Fickle Finger of Reputation’, Chief Executive, April issue, 79
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