|Title: ||Public relations practitioner role enactment at the senior management level within UK companies|
|Citation: ||Journal of public relations research, 2000, vol. 12, no. 4, pp. 277-307|
|Publisher: ||Lawrence Erlbaum Associates|
|Issue Date: ||2000 |
|Additional Links: ||http://www.leaonline.com/loi/jprr|
|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.|
|Keywords: ||Practitioner role enactment|
|Appears in Collections: ||Centre for Corporate and Public Affairs |
Marketing and Retail
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