Exploring the management of the corporate public affairs function in a dynamic global environment

Abstract

This paper explores the importance and approach to managing public affairs as an increasingly important externalfacing function in corporations operating in an increasingly complex, interconnected and politicized global business environment. Drawing on evidence gathered from a multi-site case study of the public affairs function operating within a globally based consumer products company, supplemented by evidence from interviews with public affairs professionals from a cross section of other international companies, the paper examines the role played by public affairs professionals in managing the organizational-government-citizen interface and the issues that can arise from such potentially complex interactions. The paper examines a number of key factors that have influenced the way public affairs operates and can be managed on a global scale, and highlights the challenges that global organizations face in ensuring they have an effective global public affairs presence, capable of handling the array of contingencies that any organization may have to confront in pursuing its goals.

Processes and competences in Dutch subnational public affairs

“…The results of this research show that reputationmanagement (Fertik, 2015;Moss, McGrath, Tonge & Harris, 2012) and preservation and strengthening of subnational positions in the national and European arenas are high scorers, new media less so. Subnational PA in the national and European arena means 'fighting', as respondents said, but not only there: fighting also takes place 'at home' against shortcomings and failures of the home-organization and in the arenas to be accepted and valued.…”

“…Fleisher pointed out in 2003 and 2007 how competences are modeling the PA professional, probably (in the words of Van Doorn, 2009) becoming "a fox that knows a lot about many things, instead of a hedgehog knowing everything about one thing". Or, to translate this quotation into the words of Moss et al (2012): "PA is politics".…”

“…In dit proefschrift zijn de definities die Linders en De Lange (2003) PA is lange tijd voor de centrale overheid en voor decentrale overheden in Nederland een vrij onbekend beleidsinstrument geweest. PA stamt uit de AngloAmerikaanse traditie (Post, Murray, Dickie, & Mahon, 1982;Thot, 1986;Marcus & Kaufmann, 1988;Marx, 1990;McGrath, 2006;Moss, McGrath, Tonge & Harris 2012) en woei pas na de Tweede Wereldoorlog over naar Europa, waar het zich eerst in de private sector nestelde en later -aanvankelijk onder het begrip lobby -in de publieke sector een positie verwierf (Groenendijk et al, 1997: 496;Linders & De Lange, 2003).…”

“…Historically, compared to the US where PA is rooted (Marcus & Kaufman, 1988;Marx, 1990;McGrath, 2006;Moss et al;Post, Murray, Dickie & Mahon, 1982;Thot, 1986), in the Netherlands, PA is still a rather young discipline (Linders & De Lange, 2003). Around the sixties and seventies of the former century, PA was introduced in the private sector (Groenendijk, Hazekamp & Mastenbroek, 1997).…”

“…The PA professional is a multi-tasking man or woman who works like a five-legged sheep in a discipline that is described by McGrath (2006) and Moss (2012) as diffuse. But at the same time, this discipline connects the PA professional with the top of the home organization and with the internal and external colleagues, which involves the PA professional in all kinds of (sometimes crucial) episodes of decision-making (De Lange, 2000).…”