A public health crisis in the university: Impact of crisis response strategies on universities’ transparency and post-crisis relationships during COVID 19 pandemic

Hong, Seoyeon; Lee, So Young

doi:10.1016/j.pubrev.2023.102287

Cited by 8 publications

(3 citation statements)

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“…Examples are Chile (54%), South Korea (47%) and the UK (39%) (OECD, 2019). Their experience was studied by Frei et al (2023), He and Ismail (2023), Hong et al (2023), Jaafar et al (2023), Salman et al (2023), andZigmont et al (2023). These authors elaborated on the advantages of state universities and proved the necessity for financial support for the development of higher education from the national budget.…”

Section: Introductionmentioning

confidence: 99%

Public-private partnership as a mechanism of education management in the structure of the social and investment model of economic growth

et al. 2023

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The goal of this research was to find the influence of each mechanism of financial management of education—in the structure of the social and investment model of economic growth—on the results in the sphere of its development: quality, quantitative accessibility, and development of digital skills with students. The study’s methodological approach involved the economic and mathematical modelling of (with the help of regression analysis) of the contribution of alternative investment mechanisms to the development of digital skills of the economically active population. We compared the contribution of isolated public and private investments to public-private partnership and proved its preference. We determined the place of the mechanism of education management based on public-private partnership in the structure of the social and investment model of economic growth. It was determined that the only manifestation of higher education’s development, which largely depends on financial support, is digital skills among the active population. The connection between digital skills among the active population and investments in higher education by the terms of public-private partnership is clear (regression—0.47 points). An increase in the share of public-private partnership in the structure of financing of the development of higher education by up to 90% allows increasing digital skills among the active population from 61.49 points to 94.54 points—i.e., by 53.75%. Therefore, practical implementation of the social and investment model of economic growth should envisage financing of the development of higher education based on the mechanism of public-private partnership. It was proved that public-private partnership is a perspective mechanism of education management, which has an important role in the structure of the social and investment model of economic growth.

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Section: Introductionmentioning

confidence: 99%

Public-private partnership as a mechanism of education management in the structure of the social and investment model of economic growth

et al. 2023

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“…The wave of initial public relations scholarship on the pandemic has largely focused on crisis communication (e.g. Chon and Kim, 2022; Hong et al ., 2023; Macnamara, 2021) as well as employee and stakeholder communication (e.g. Lee, 2022; Tao et al ., 2022; Yang et al ., 2022).…”

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confidence: 99%

“…A few studies have begun to look at the broader implications of the cultural, issue-centered and organizational shifts due to COVID-19 (e.g. Chon and Kim, 2022; Hong et al ., 2023; Macnamara, 2021; Wolf and Theunissen, 2023; Yang et al ., 2022), but the implications for communication-oriented agencies and internal communication theory have yet to be fully explored. Agencies play a structurally significant role in the professional ecosystems of public relations and strategic communication practice, serving as a crucial part of the function of many organizations, large and small (Verčič et al ., 2018).…”

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confidence: 99%

Permanent scars, improvisation and new paths forward: communication agency leadership responses to COVID-19

Capizzo,

Nzau,

Oduolowu

et al. 2023

CCIJ

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PurposeThe purpose of this paper is to provide rich, qualitative insights around internal communication in strategic communication agencies, addressing the evolutions in expectations and best practices for agency leadership through COVID-19.Design/methodology/approachQualitative interview study with 18 US-based leaders of public relations and advertising agencies to examine their experiences of leading and managing strategic communication teams during COVID-19.FindingsSynthesized findings around changes in leadership values and important facets of ongoing internal crisis communication led to the development of the following five categories—Improvisation and Flexibility, Transparency and Trust, Ownership and Embodiment, Care and Empathy, Relationships and Resilience.Originality/valueUsing a high-value sample, the study is the first (to the best of the authors' knowledge) to focus on the crucial context of agencies and internal communication around COVID-19; diversity, equity, and inclusion (DEI); and other pandemic-era challenges. It provides theoretical implications around ongoing, internal crisis communication and practical implications for agency leaders in crisis.

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Development of Additional Professional Education: Marketing Tools for Information Transparence

Mantulenko

Kornilova

2023

Lecture Notes in Civil Engineering

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A public health crisis in the university: Impact of crisis response strategies on universities’ transparency and post-crisis relationships during COVID 19 pandemic

Cited by 8 publications

References 50 publications

Public-private partnership as a mechanism of education management in the structure of the social and investment model of economic growth

Public-private partnership as a mechanism of education management in the structure of the social and investment model of economic growth

Permanent scars, improvisation and new paths forward: communication agency leadership responses to COVID-19

Development of Additional Professional Education: Marketing Tools for Information Transparence

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