1,720,982 research outputs found
Conceptualising and measuring relationship as public diplomacy outcome: Development of the Relationship Assessment of Diplomatic Interaction Outcome (RADIO) scale
No full textIn response to calls for developing an instrument to measure public diplomacy outcomes, this paper introduces the <i>Relationship Assessment of Diplomatic Interaction Outcome</i> (RADIO) scale. Developed based on the <i>Organisation–Public Relationship Assessment</i> (OPRA) scale in public relations, the RADIO scale measures relationship between a country and its foreign publics as public diplomacy outcome. It classifies relationships into two types: experiential (characterised by direct experiences with a country) and reputational (those without direct experiences). Two macro- dimensions (i.e. interactional bilateralism and power mutuality) and two micro-dimensions (i.e. trust and empathy) are proposed for both relationship types. Relational satisfaction and relational continuance are proposed as micro-dimensions for experiential relationships. Relational attentiveness and relational curiosity are proposed as micro-dimensions for reputational relationships. Implications of the RADIO scale also are discussed
Who are publics in public diplomacy? Proposing a taxonomy of foreign publics as an intersection between symbolic environment and behavioral experiences
No full textExisting literature on public diplomacy has generally defined foreign publics as the global constituents with whom a country builds relationships through its public diplomacy efforts. However, not all foreign publics are the same; they represent a collection of separate public opinions. As such, foreign publics need to be segmented and differentiated in order for countries to strategically invest their resources and optimize public diplomacy outcomes. In light of this, this paper proposes a taxonomy which approaches the concept of foreign publics as an intersection between symbolic environment and behavioral experiences. By classifying foreign publics into four segments (i.e., ambassadorial, advocational, accusational, and adversarial), this paper explains the formation and characteristics of each segment of foreign publics, as well as their implications for a country's public diplomacy efforts.
Conspiratorial thinking in the workplace: how it happens and why it matters
No full textPurposeAlthough belief in conspiracy theories has been researched since the 1970s, specific research on conspiratorial thinking in the workplace is scarce. Conspiratorial thinking could be fostered among employees in workplaces because of unequal power relations resulting from the organizational hierarchy. This study examines workplace conspiracy attribution (WCA) as employees' attribution of problematic events in the workplace as being plotted by powerful actors within their organizations and tests its antecedents and consequences.Design/methodology/approachA survey dataset collected from employees in South Korea (N = 600) was used. This study tested three variables (i.e. two-way communication, employee-organization relationship quality, and perceived ethical orientation) as antecedent conditions of WCA and two outcome variables (i.e. turnover intention and whistleblowing potential) as consequences.FindingsPerceived ethical orientation mediates the relationship between two-way communication and WCA. WCA was found to be positively associated with turnover intention and whistleblowing potential.Originality/valueThis study adopts a public relations lens to understand the significant roles of WCA in reducing turnover intention and whistleblowing potential. It expands existing knowledge of the significance of power and power disparities in organizations.
Determinants of employee turnover intention: Understanding the roles of organizational justice, supervisory justice, authoritarian organizational culture and organization-employee relationship quality
Get PDFThis study seeks to identify associations amongst organizational justice, supervisory justice, authoritarian organizational culture, organization-employee relationship\ud
quality and employee turnover intention. An online survey (n=300) was conducted in South Korea. Organizational justice and supervisory justice are positively associated with organization-employee relationship quality while authoritarian organizational culture is negatively associated with it. In addition, there is positive association between authoritarian organizational culture and turnover intention. This study contributes to the lack of research on organization-employee relationship quality as a predictor of employee turnover intention and a mediator between authoritarian organizational culture and turnover intention
Reconceptualizing the self-efficacy construct in public relations research: The case of sojourners and their communicative behaviors
No full textAlthough existing public relations research has explored self-efficacy as a psychological factor that predicts behaviors, the construct has been loosely conceptualized and operationalized mainly as an all-purpose measure that has been examined and valued for its predictive but not its operational power. It is rarely tailored to the specific domains of functioning in which it is applied and is generically operationalized with items measuring whether one can perform an action in terms of ability, confidence, and knowledge. Despite the predictive power of such an all-purpose measure, the construct's operational power lies in its ability to identify the experiential sources from which self-efficacy is derived and in providing guidelines to structure experiences to enable the desired behavioral changes. To demonstrate the construct's operational power in a specific research domain within public relations, this study revisits Bandura's (1977) original publication on self-efficacy to explain how to reconceptualize the construct for a specific research problem within public diplomacy: how sojourners-experiential relationship holders with a host region-develop self-efficacy to proactively forward information and make a positive recommendation about their host region. Results from a survey (N = 320) conducted among sojourners living in Macao found that the tailored construct with four experiential sources explains two communicative behaviors: proactive forwarding of information about a sojourner's host region and persuading others to work or study in their host region. The process of reconceptualizing self-efficacy to enhance its operational power in examining specific research domains within public relations is discussed.
EFFECTS OF THREE VARIABLES ON TOURISTS' INFORMATION BEHAVIORS ABOUT MACAO
No full textThe findings from this research extend the study of information behaviors in tourism research using the communicative action in problem solving (CAPS) framework. Data collected from a survey (N = 510) of mainland Chinese tourists in Macao show the effects of tourism stage (i.e., pretrip and posttrip), visiting history (i.e., first-time visit or repeat visit), and tourist loyalty (i.e., attitudinal loyalty and behavioral loyalty) on their information behaviors (i.e., information acquisition, information selection, and information transmission). This study was undertaken in response to calls for practitioners and researchers in the tourism industry to further explore and extend the use of the CAPS framework to understand the complexity of information behaviors among tourists.
Effects of organizational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention
No full textPurpose This study explores the interaction effects of organizational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention. Design/methodology/approach Survey data (N = 476) were collected from US citizens, who self-identified as full-time employees, through Amazon Mechanical Turk (MTurk) in August 2020. Findings Organizational conflict history (i.e. highly conflict-prone vs less conflict-prone workplaces) interacts with employees' situational perceptions of COVID-19 (i.e. inactive vs active publics) in affecting employees' negative megaphoning and turnover intention toward their organizations. Employees who are active publics on COVID-19 in highly conflict-prone workplaces reported the highest negative megaphoning and turnover intention. On the contrary, employees who are inactive publics on COVID-19 in less conflict-prone workplaces reported the lowest negative megaphoning and turnover intention. Practical implications COVID-19 is an uncontrollable, exogenous crisis for organizations. While it is expected that employees in highly conflict-prone workplaces would report higher negative megaphoning and turnover intention, this study found that employees' situational perceptions of COVID-19 would further exacerbate the effects. This finding reflects the importance of managing organizational conflicts continuously and preemptively while also segmenting and cultivating relationships with employees based on their situational perceptions of issues and crises. Originality/value This study identified the significance of the interaction of cross-situational factors (e.g. employees' recollection of organizational conflict history) and situational factors (e.g. employees' situational perceptions of issues) in affecting employees' negative behavioral intentions in crisis situations, even if the crises are exogenous and uncontrollable.
From Messaging to Behavioral Strategy: Constructing a Model of Relationship- and Action-Focused Crisis Communication Principles
No full textExisting crisis communication theories are useful in guiding organizations to choose crisis responses that help buffer them from a crisis by shaping how publics interpret the crisis. However, in crises, publics who suffer from negative consequences expect organizations to focus on problem-solving behaviors and eventual restoration of relationships. As a reflective theorizing of the perspectives of publics, this study introduces six relationship- and action-focused principles-relationship, accountability, promptness, inclusivity, disclosure, and symmetry (RAPIDS)-that emphasize how organizations should redress the need for problem solving and bridge with publics to build and maintain organization-public relationships before, during, and after a crisis. A survey (N = 436) was conducted in the United States to test the construct reliability and validity of RAPIDS for three crises. The findings show conceptual and operational adequacy with an overarching latent construct (a second-order factor structure) encompassing all six principles. Furthermore, the construct is positively associated with forgiveness.
The origins of distant voicing: Examining relational dimensions in public diplomacy and their effects on megaphoning
No full textExtant literature has discussed the similarities between public relations and public diplomacy. This study seeks to contribute to existing research on the application of organization public relationships (OPR) to public diplomacy by further exploring relational dimensions in public diplomacy and empirically testing them based on a model consisting of antecedents (i.e., political, economic, interpersonal, cultural and corporate interactions), relational dimensions (i.e., interactional bilateralism, power mutuality, trust, empathy, relational satisfaction, relational continuation, relational attentiveness and relational curiosity), and consequences (i.e., positive and negative megaphoning). A total of 490 respondents from the United States were recruited on Amazon M-Turk to respond to survey items regarding China and Mexico. Confirmatory factor analysis and regression analysis were conducted. The findings indicate: (a) positive associations between the antecedents and the relational dimensions, (b) positive associations between the relational dimensions and positive megaphoning, and (c) negative associations between the relational dimensions and negative megaphoning. (148 words)
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