People are increasingly turning to social media for their news and for sharing and discussing news with others. Simultaneously, media organizations are becoming platform-dependent and posting short forms of their news on their social media sites in the hope that audiences will not only consume this news but also comment on and share it. This article joins other media and journalism studies exploring this phenomenon through a relational approach to media audiences to better understand how media organizations, particularly newspapers, are cultivating relationships with audiences via social media. Drawing on public relations theory about organization–public relationships, the article examines how news organizations nurture relationships with audiences via social media, such as through engagement and dialogic communication strategies. This article empirically examines organization–public relationships strategies (disclosure, access, information dissemination, and engagement) of nine newspapers with the largest reach in Australia, the US, and the UK. A content analysis is conducted of these newspapers’ posts (total 1807) published in March 2021 on their Twitter and Facebook sites to identify and examine these strategies. Findings show that their social media accounts are predominantly used for news dissemination rather than audience engagement. The implications are that although media professionals are frequently distributing news content among their audiences via their social media sites, they are not adequately engaging with them.
The COVID-19 pandemic has brought several challenges to businesses and societies. In response, many corporations have supported local communities and authorities in the management of the pandemic. Although these initiatives, which can be considered forms of corporate social responsibility (CSR), were highly coupled with explicit CSR communication campaigns, little is known about whether these campaigns were effective. Previous research indicates that culture can shape people’s perceptions of CSR initiatives and communications, suggesting that businesses pay attention to careful consideration of cultural norms for effective CSR communication. However, the COVID-19 pandemic as a new CSR setting may challenge earlier findings. This study empirically investigates whether three cultural factors (individualism/collectivism, uncertainty avoidance, and power distance) affect public perceptions measured as recall of and favorability towards corporate COVID-19 response initiatives across six countries. Findings from a representative survey of adults across these countries show that respondents in individualistic and collectivistic countries recall these CSR communication campaigns about these corporate COVID-19 response initiatives quite differently, and these are related to differences in power distance and uncertainty avoidance. However, no difference was found in overall corporate favorability, indicating that cultural factors did not affect levels of favorability towards such initiatives. This, we argue, can be explained by the global dimension of the COVID-19 pandemic, which is the context of these CSR initiatives. This study contributes to CSR communication literature with empirical findings from a global pandemic setting. It offers businesses and managers empirical grounds to understand the communicative impact of COVID-19 response initiatives, which can inform future CSR actions.
Abstract. The DIAMOND project (Domestic IBC Applications for Multimedia on Demand; IBC = Integrated Broadband Communications), sponsored by the EC (RACE R2 105). had the objective of exploring and demonstrating the technical feasibility of providing Video On Demand (VOD) to the home, with an acceptable quality of service at an acceptable cost level.Within Philips, a Video Server (VS) and Set Top Box (STB) were developed, while Octacon developed a Service Gateway (SGW). The system was tested on both a public switched network using ADSL (Helsinki, Finland) and on a CATV network (Sligo. Ireland); both trials were of a small scale and free of charge. The purpose of this paper is to present an overview of the overall system as developed for the DIAMOND trials. together with user evaluation results from the Helsinki trial.
Digital technologies have empowered an increasingly participatory communication environment that challenges the ability of organizations to maintain control over their messages. In this new environment, stakeholders not only receive these messages through organizational digital media, which this chapter argues are typically understood as transmission channels, they also are able to re-interpret and re-communicate these messages across multiple participatory, omni-directional digital arenas seemingly beyond organizational strategic control. This chapter examines the tension in strategic communication between a traditional messagecontrolling approach through digital media and a more nuanced message-facilitating approach in participatory digital arenas. It addresses this challenge by proposing a framework of Digital Media-Arenas (DMA) to assist strategic communicators in navigating the conflicting digital terrain where stakeholders reign. Drawing on the PESO (Paid, Earned, Shared and Owned) model, the framework incorporates newer forms of communication such as Advocated, Rented, Hijacked and Searched DMA. Implications of this framework are discussed.
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