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    <link>http://hdl.handle.net/2173/31653</link>
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    <pubDate>Sun, 26 May 2013 01:59:44 GMT</pubDate>
    <dc:date>2013-05-26T01:59:44Z</dc:date>
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      <title>Understanding public affairs</title>
      <link>http://hdl.handle.net/2173/13332</link>
      <description>Title: Understanding public affairs
Authors: Harris, Phil; Moss, Danny A.
Description: Full-text of this article is not available in this e-prints service. This article was originally published following peer-review in the Journal of public affairs, published by and copyright John Wiley &amp; Sons Ltd.</description>
      <pubDate>Mon, 01 Jan 2001 00:00:00 GMT</pubDate>
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      <dc:date>2001-01-01T00:00:00Z</dc:date>
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      <title>Public relations practitioner role enactment at the senior management level within UK companies</title>
      <link>http://hdl.handle.net/2173/4387</link>
      <description>Title: Public relations practitioner role enactment at the senior management level within UK companies
Authors: Moss, Danny A.; Warnaby, Gary; Newman, Andrew J.
Abstract: This article presents the findings of an initial investigation into the role that the public relations function plays in some of the leading companies in the United Kingdom. The study sought to uncover the pattern of practitioner role enactment within these companies and, in particular, the extent to which practitioners are involved directly in the formulation and implementation of corporate and business strategies. The study revealed considerable differences in the level of practitioner involvement in strategic decision making, with some practitioners fulfilling primarily technical roles and others enacting a more significant managerial role, advising senior executives on policy issues and assisting in the implementation of strategies. Factors such as the industry and organizational context, management expectations of public relations, and the perceived professional competence of practitioners emerged as important determinants of the level of practitioner involvement in strategic decision making. Drawing on the study's findings, a number of propositions have been advanced that may help to guide future inquiries into practitioner role enactment, particularly at the senior management level within organizations.</description>
      <pubDate>Sat, 01 Jan 2000 00:00:00 GMT</pubDate>
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      <dc:date>2000-01-01T00:00:00Z</dc:date>
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      <title>Is it right, wrong, or different? Exploring the impact of cultural factors in validating research</title>
      <link>http://hdl.handle.net/2173/3908</link>
      <description>Title: Is it right, wrong, or different? Exploring the impact of cultural factors in validating research
Authors: Moss, Danny A.; DeSanto, Barbara; Thompson, William</description>
      <pubDate>Sat, 01 Jan 2005 00:00:00 GMT</pubDate>
      <guid isPermaLink="false">http://hdl.handle.net/2173/3908</guid>
      <dc:date>2005-01-01T00:00:00Z</dc:date>
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      <title>The advance of public relations as a discipline: retrospect and prospect</title>
      <link>http://hdl.handle.net/2173/3906</link>
      <description>Title: The advance of public relations as a discipline: retrospect and prospect
Authors: Moss, Danny A.; Harris, Phil; Cornelissen, Joep P.</description>
      <pubDate>Tue, 01 Jan 2002 00:00:00 GMT</pubDate>
      <guid isPermaLink="false">http://hdl.handle.net/2173/3906</guid>
      <dc:date>2002-01-01T00:00:00Z</dc:date>
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