No abstract

This exploratory study examines how a community experiencing food insecurity while navigating multiple crises can be a model to inform resources, processes, and systems supporting communities facing similar circumstances. Data for this study were collected from residents of a community in Oconee County, a rural county in the northwest corner of South Carolina experiencing pervasive food insecurity. The community was severely impacted by the onset of COVID-19 and further devastated by a tornado in mid-April. The area of the county that sustained the greatest damage from the tornado was the Utica Mill Hill community, home to the county’s most vulnerable population. This cascading series of events constituted a crisis-within-a-crisis for the community. In this study, we sought to learn more about community members’ experiences and the effects of the crises on com­munity members’ access to food. We conducted in-depth interviews with 14 residents living in the Utica Mill Hill community. The results provided insight into community members’ experiences of the crises and the nature of community-level response and recovery efforts. We learned about participants’ experiences with food insecurity, new food policy developments, and gained unexpected insight into community members’ experiences with mental health challenges related to the crises.

Individuals in emergencies form spontaneous, emergent groups to respond and recover. With the rise of social media use in crises, academics and professionals must be aware of how groups digitally coordinate emergent response efforts. This paper examines digital emergence through the case of SnowedOut Atlanta, a Facebook group formed during the 2014 ice storms in Atlanta. The posts and actions of the group members are in line with those of traditional emergent groups. For example, group members shared informational, material, and emotional support. The findings also provide implications for practitioners and insight into the communication of such groups. In particular, emergency managers have an opportunity to seek out and partner with these types of groups in future similar events.

Most public relations research advocates for stronger organization-public relationships and the implementation of dialogic theory to advance the practice and elevate the status of the public relations practitioner. However, this study reveals that internal relationship dynamics can prevent corporate public relations practitioners from carrying out this function of the public relations role. Twelve weeks of observation and eleven interviews were conducted at a Fortune 1,000 technology company to gain insights on how corporate PR practitioners build relationships with external publics, to gauge practitioners' orientation to dialogue, and to identify challenges to external relationship building. Results show that internal relationship management is a prerequisite to corporate public relations practitioners' success in developing mutually beneficial relationships with key publics. These findings have implications for both the theory and practice of public relations especially when considering the discussion of the technician versus strategic manager role of public relations and the advancement of the field to a professional status.

Organizations are important sources of communication during natural-hazard crises. How members of an organization perceive these communications (e.g., creating confusion, causing disorder, providing clarity, and restoring order) influences response and recovery from such a crisis. Using Chaos Theory as a guiding framework, the authors developed a new instrument measuring the perceived effects of an organization’s communication on crisis-organizing processes. Three distinct studies were conducted to assess the reliability and validity of this new instrument: the “Perceived Effects of Communication on the Crisis-organizing Process (PEC-COP)” scale. This one-factor scale can be used by both scholars and practitioners to assess the effects of an organization’s communication on how people organize (i.e., react and respond) during a crisis. By gaining greater insight into how an organization’s communication is perceived, the organization can better prepare to communicate in ways that promote efficient and effective crisis-organizing processes throughout a natural-hazard crisis. Effective communication can create order out of chaos.