Complexity Theory and the Dynamics of Reputation

Murphy, Phil; Gilpin, Dawn R.

doi:10.1002/9781118335529.ch16

Cited by 5 publications

(3 citation statements)

References 45 publications

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“…McElroy (2000) defined complexity theory as, “the study of emergent order in otherwise very disorderly systems” (p. 196). Although there are many definitions, most scholars adhere to the definition as “the study of adaptive systems” (Murphy and Gilpin, 2013: 167). Specifically, Murphy (2000) defined complexity as “the study of individual actors who interact locally in an effort to adapt their present situation, thus creating patterns that impact an entire society, most times unmanageably and unpredictably” (p. 447).…”

Section: Complexity Theorymentioning

confidence: 99%

“…Specifically, Murphy (2000) defined complexity as “the study of individual actors who interact locally in an effort to adapt their present situation, thus creating patterns that impact an entire society, most times unmanageably and unpredictably” (p. 447). This paper adheres to the philosophy that complexity is understood as an adaptive system (Murphy and Gilpin, 2013), where patterns by individual actors lead to the process of organizing that is unpredictable, yet still has an influence on society (Murphy, 2000).…”

Section: Complexity Theorymentioning

confidence: 99%

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Enriching employee engagement using complexity theory

Lemon

Macklin

2020

Public Relations Inquiry

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This paper conceptually draws the connections between complexity theory and employee engagement. Instead of the tendency to adhere to a binary, dichotomous approach, complexity theory helps move employee engagement forward as a process that is rooted in multiplicity, intricacy, and variance. This approach provides a more sustainable future for employee engagement scholarship by reimagining the ways in which scholars investigate the phenomenon. In providing future research suggestions rooted in complexity, scholarship and practice can transition away from prescriptive, normalized processes and solutions for employee engagement to welcome various approaches that lead to more fluid and organic understanding. The goal is to set a standard of encouraging employee engagement scholars to challenge how they explore employee engagement and to welcome new and innovative ways of examining the phenomenon to provide a sustainable and enriching scholarly conversation.

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Section: Complexity Theorymentioning

confidence: 99%

Section: Complexity Theorymentioning

confidence: 99%

Enriching employee engagement using complexity theory

Lemon

Macklin

2020

Public Relations Inquiry

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“…The main challenge for public relations management (as for other management areas) in this sense is today’s increasingly complex media environment. It was on this basis that Gilpin and Murphy proposed complexity thinking as a new paradigm that responds ‘to a tightly coupled, nonlinear, and unstable communication environment’ (Gilpin and Murphy, 2010: 74, see also Murphy and Gilpin, 2013). In managing such a complex environment, the task for public relations decision-makers is to ensure requisite responses.…”

Section: Perspective I: Public Relations As Decision-making In a Compmentioning

confidence: 99%

Public relations as a complex decision-based practice

Oßwald

2019

Public Relations Inquiry

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This article considers public relations through the prism of decision-making. Decisions can be regarded as a way of dealing with complexity. In the following, two approaches to decisions and complexity are discussed. The first is an actor-based prescriptive approach, which focuses on decision-making as a means of managing environmental complexity. There are different tools and techniques that support public relations managers in finding adequate responses. The second is a descriptive approach, which is more interested in the ways in which such tools and techniques contribute to the complex decision process itself. In accordance with Niklas Luhmann’s systems theory, public relations decisions are regarded as a specific form of communication that (a) emphasizes the selectivity of the process by specifying particular public relations options or choices, (b) attributes this selection to a ‘decision-maker’ (e.g. a public relations manager) while simultaneously presuming strategic intent with respect to public perception, and (c) engages the past and future in a specific way. A decision-based approach that builds on communication may thus contribute to a more detailed understanding of public relations practice. Such an approach raises, among others, questions concerning strategic public relations options or the participation of digital entities as ‘decision-makers’. With its focus on decisions as communications, it furthermore links the field of public relations research to schools of thought such as CCO (communicative constitution of organizations) and strategy as practice.

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Reputation

Ingenhoff¹

2018

The International Encyclopedia of Strategic Communication

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This entry aims to analyze the construct of reputation as a key target in strategic communication. Reputation is analyzed on the micro, meso, and macro levels with respect to executives or leaders (e.g., chief executive officer, politician), organizations (e.g., corporations, nonprofit organizations), and branches or industries (e.g., financial sector, pharmaceutical industry) as well as other imagined entities (e.g., countries, nation‐states, travel destinations). Reputation is defined as a multidimensional attitudinal construct comprising cognitive and affective dimensions of an entity. The cognitive dimensions refer to the entity's competence and performance (functional reputation) as well as to its social responsibility and integrity (social reputation). These two cognitive components affect the emotional appraisal (affective‐expressive reputation) of the entity.

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Complexity Theory and the Dynamics of Reputation

Cited by 5 publications

References 45 publications

Enriching employee engagement using complexity theory

Enriching employee engagement using complexity theory

Public relations as a complex decision-based practice

Reputation

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