Communication in organizations

Animal rights organizations, in attempting to affect institutional change in industrial
animal agriculture, face an institutional mountain. I show how these organizations,
though contesting institutions which are highly reified, tacitly endorsed, and historically
inertial, leverage emotional experiences and regulation to incrementally move this
mountain. Using a grounded qualitative study of interview data from animal rights
advocates and archival data generated by animal rights organizations, this study finds that
animal rights organizations have encoded both response- and antecedent-focused emotion
regulation into two distinct strategies used to garner support for their institutional change
project: transgression mining and seed planting. Furthermore, this study expounds upon
the role of moral emotional experiences in the individual-level process by which persons
alternate into support for animal rights organizations and their goals, here labeled
autodidactic frame alignment. Drawing on Goffman’s backstage/frontstage distinction,
this study illustrates how emotion’s role in institutional change efforts varies across both level of analysis and areas of interactive life. In doing so, this research adds empirical
weight to and extends recent theoretical work expounding upon the emotionally-charged
nature of the lived experience of institutions.

Communication is a key element of all business activities during any crisis situation. A company without a crisis management plan can suffer serious difficulties during and after a crisis. A good crisis communication plan cannot solve a crisis, but it can reduce the damage including helping to maintain a positive corporate identity and keeping the normal operation of a company. Four themes (caring, responsibility, honesty, and quick response) relative to crisis communication were examined in the 1987 and 1982 coverage of the Honda Water-Logged Car Crisis and the Tylenol Capsule Poisonings respectively. An investigation of these themes suggests how the media, represented by news magazines in the two countries, reported differences in corporate implementation of the principles of effective crisis communication based in part on cultural factors.

Christian colleges have been accused of "watering down" their Christian principles in admissions materials to increase enrollments. In response to these arguments, rhetorical criticism, based on conceptions of organizational discourse such as symbolic convergence and unobtrusive control, is used to examine the rhetorical strategies, the relative prominence of Christian principles, and the organizational sagas in this rhetoric. This discourse shapes the organizations and their environments; therefore, this is a rich example to explore the rhetoric of organizations from an interpretive perspective. The strategies, priorities, and sagas identified are discussed in light of the ideals promoted by scholars of Christ-centered higher education. The colleges are unapologetically described as Christian, but they are ambiguously distinguished from one another. This rhetoric provides newcomers with premises for unobtrusive control, and the scene is emphasized. Implications of this strategy and the organizational sagas in these texts are discussed.

This research explores the attitudes held by marketing managers about building their company's corporate reputation, and about the impact of their actions on performance. In an environment of costly brand building, declining customer loyalty, and increasing scrutiny from stakeholders who demand corporate responsibility and transparency, a concern for corporate reputation is increasingly important for everyone in the company, including marketing managers. The marketing literature, however, has not explored how managers who are concerned about the reputation of their companies can effectively adapt marketing strategy for reputation enhancement. The theoretical justification for this research is grounded in stakeholder theory, dynamic capabilities theory, and strategic choice theory. The study contributes to the marketing strategy literature and the nascent field of stakeholder marketing. It makes a theoretical connection between the corporate-level construct of reputation orientation, and its impact on functional-level decisions about marketing strategy. Reputation orientation is the concern that top management and employees share about their company's commitment to nurturing a positive corporate reputation among key stakeholders. A scale for reputation was conceptually defined and empirically tested (Churchill, 1979). It consists of three dimensions: consciously created corporate identity, internal identity dissemination, and external stakeholder impact. Reputation orientation was found to be a valid and reliable construct that was further tested within the framework of how marketing managers formulate, implement, and evaluate their strategic marketing decisions. This research also tested the impact of stakeholder-conscious marketing strategy on corporate reputation and marketing performance.