Influences on the Power of Public Relations Professionals in Organizations: A Case Study

Serini, Shirley A.

doi:10.1207/s1532754xjprr0501_01

Cited by 19 publications

(10 citation statements)

References 6 publications

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“…The idea of a two-sided organizational boundary-spanning function (Adams, 1976;Aldrich and Herker, 1977) was taken up mainly by public relations research (e.g. Toth, 1986;Serini, 1993), but was later also applied to public affairs (e.g. Mitnick, 1993;Leichty and Springston, 1996;Griffin, 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

The inimitable outsider: contracting out public affairs from a consultant's perspective

Hoffmann

Steiner²,

Jarren

2011

Journal of Communication Management

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Purpose -Academic research on public affairs which aims to reconstruct the rationale for the involvement in public affairs, and the possible outsourcing thereof, focuses mainly on the perspective of the principal. Even though consultants are undoubtedly increasing in importance, their relevance as agents is often downplayed. This study seeks to empirically supplement the perspective of the consultant in order to identify potential inimitable functions that could explain why public affairs work is often contracted-out. Design/methodology/approach -A nation-wide survey about public affairs consultants in Switzerland is based on an inductive empirical research design, which facilitates questions regarding which services consultants actually perform and what indispensable functions they claim to provide. Findings -The results highlight lobbying, political PR, and [referendums and election] campaigns as the main areas of service. These services are associated with different functions. Lobbyists in particular define themselves as partisan players closely involved in political decision making. In contrast, political PR and campaigning are understood in terms of horizontal or vertical boundary-spanning. A somewhat technical justification for contracting out, referring to a special infrastructure and costs issues, is downplayed. Instead, the independent outside view facilitating innovation forms the most important generalizable frame when explaining the unique added value consultants have to offer. Originality/value -The paper shows that the real or supposed independence of the consultant vis-à -vis the client constitutes an inimitable resource. The outsider-status facilitates the successful fulfilment of public affairs functions such as innovation, boundary-spanning, access and legitimising. Thus, it is vitally important for consultants to build up a reputation. When it comes to contracting-out decisions, impression management theories are capable of enriching public affairs theories that focus on cost-benefit-calculations.

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Section: Literature Reviewmentioning

confidence: 99%

The inimitable outsider: contracting out public affairs from a consultant's perspective

Hoffmann

Steiner²,

Jarren

2011

Journal of Communication Management

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“…The aim of the analysis is to present one explanation of the continuous challenges that communication workers meet in their everyday practice and thus of how professionalism and professionalization are important aspects when discussing the power, influence and effect of communication in organizations, because professionalism is about legitimacy and status. Serini (1993) and Hon (2007), for example, demonstrate that the more professional communication practitioners are, and the more they are able to establish their contribution to the organization as such, the greater the room for manoeuvre, power and success they enjoy in relation to the top management as well as other departments of the organization.…”

Section: Communication-internal Perspective: Strategic Communication mentioning

confidence: 99%

“…Another explanation is that the most powerful decision-makers in the organization determine the status and practice of communication (Dalfelt et al, 2001: 81ff), and, as indicated, communication is usually not part of or a priority for this 'dominant coalition', the man-agement. As a result, communication professionals can experience limited autonomy to make decisions and have to struggle for the respect of their employers and to negotiate the actual implementation of communication plans and tactics (Serini, 1993).…”

Section: Integrated and Corporate Communicationmentioning

confidence: 99%

“…Summing up, on the one hand, the professional developments, which can be observed, for example, in the Danish communication sector, have not transformed communication into a traditionally defined profession, but have nevertheless given rise to an increasingly professional area of work -one that requires specialist knowledge, education and ethical standards, and that has also gained power in relation to the media agenda (Kristensen, 2005), organizational decision-making processes, and other professions, increasingly providing practitioners of communication with credibility, respect and influence (Serini, 1993;Grunig, 2000: 26). On the other hand, the quantitative growth and qualitative developments of the communication sector per se do not bring about professionaliza-tion.…”

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confidence: 99%

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Nice to Have – or Need to Have?

Kristensen

2010

Nordicom Review

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The present article argues that despite the considerable development and expansion of strategic communication as both an academic field and professional practice during the 20 th century, strategic communication continues to have an ambiguous status in academia as well as professionally. The article argues for two related explanations of this ambiguity: 1) a communication-internal perspective concerning the interdisciplinary, practice-based and semi-professional nature of strategic communication, and 2) a communication-external perspective concerning the integration of and priority given to strategic communication in organizations. Both aspects constantly challenge the effectiveness, position and power of communication employees, making it necessary for them to continuously prove their worth -in relation to other professionals, in times of crisis, etc. Strategic communication in the Danish public sector is included as an empirical example, as communication practitioners, especially in this context, seem to be faced with professional challenges not least related to the organizational (external) setting, but also based on the (internal) nature of strategic communication.

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“…Often, public relations must prove itself worthy of being included in the dominant coalition through the crucible of organizational crisis or activism (Coombs, 1998;Plowman, 1998;Serini, 1993). Likewise, Grunig and Grunig (1998) found that CEOs placed particular value on the public relations function when it was necessary to conduct symmetrical negotiations or deal with activist groups.…”

Section: Dominant Coalition Inclusionmentioning

confidence: 99%

Autonomy in communication

Bowen

2006

Journal of Communication Management

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Purpose -The purpose of this paper is to examine three perspectives on autonomy: communication management or public relations autonomy, autonomy in management theory, and the autonomy of moral philosophy. Design/methodology/approach -These arguments for autonomy are combined and studied to ascertain their impact on: the contribution of the communication function to strategic management of the organization, and, the enactment of an ethics counselor role by public relations. This research examines autonomy in communication at two global organizations through 43 interviews, observation, and document analysis. Factors influencing and contributing to autonomy are discussed. Findings -Autonomy was found to be necessary for optimal contribution to strategic management and acting as ethical counsel in the public relations function. In both ways, autonomy contributes to the stature of the communication function within an organization and the development of public relations as a profession. Autonomy should be high on the research agenda of public relations scholars and a primary goal of communication professionals.Practical implications -Communication managers should work for autonomy, inclusion in the strategic management team, and a rational approach to problem solving. Originality/value -This research provides important theoretical value and enormous implications for communication professionals. Many conclusions about autonomy can be drawn from this conceptual and empirical research. Using systems and excellence theory as a framework, then building on that basis with empirical research in two world-wide organizations, the research takes a novel approach in applying and studying the autonomy concept from moral philosophy in modern business. Data show that autonomy is necessary for excellence in communication, defending against encroachment, inclusion in strategic management, using empowering or collaborative management, and enacting the role of ethics counselor. These important implications for communication management have the potential to make business more ethically and socially responsible and to enhance the overall value of the communication function within organizations.Autonomy in public relations can mean many things: freedom from encroachment, reporting directly to the CEO, having input in strategic management and planning, or being able to make decisions without having them ratified through levels of bureaucracy. However, autonomy might also mean more than these things initially indicate: it could provide a vital key into how much public relations can contribute to strategic management, and whether or not the public relations practitioner can act as ethics counselor in an organization. Autonomy as decisional freedom is studied at both the individual and functional levels.The current issue and full text archive of this journal is available at Dictionary (1997, p. 44) defined autonomy as the right to self-governance, or having "freedom of the will or one's actions". Autonomy has differing definitions in moral phi...

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Influences on the Power of Public Relations Professionals in Organizations: A Case Study

Cited by 19 publications

References 6 publications

The inimitable outsider: contracting out public affairs from a consultant's perspective

The inimitable outsider: contracting out public affairs from a consultant's perspective

Nice to Have – or Need to Have?

Autonomy in communication

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