کد مقاله | کد نشریه | سال انتشار | مقاله انگلیسی | نسخه تمام متن |
---|---|---|---|---|
139135 | 162483 | 2014 | 8 صفحه PDF | دانلود رایگان |
• Internal boundary spanning involved gathering intelligence across the company's various business units and then “connecting the dots” to identify strategic decisions that may be inconsistent or not in the company's best interest.
• Due to limited formal power, informal coalitions were used by public relations executives positioned in lower levels of the organization as a means to increase their power and influence.
• The factors that enhanced public relations’ influence were internal relationship building and tying public relations’ activities to core business objectives.
Significant research has focused on influencing senior leadership, and this study offers new insights into building internal relationships and informal coalitions to provide strategic counsel. These strategies involve internal communications, a neglected area of research and practice. The findings are based on in-depth interviews with 30 executives representing multiple departments in four U.S. companies. A new role justifying public relations’ membership in executive decision teams is internal boundary spanning or gathering intelligence internally across business units, and requires public relations to have a seat at multiple decision tables.
Journal: Public Relations Review - Volume 40, Issue 3, September 2014, Pages 598–605