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A Working Theory of Cross-National Conflict Shifting as an International Public Relations Dynamic
Unformatted Document Text:  Cross-National Conflict Shifting 22 Where do we go from here? The working theory expanded in this paper, Cross-National Conflict Shifting, shows the complexity of managing issues and crises when they acquire transnational status. The ideal situation would be to avoid conflict all together. Since that is seldom possible, the goal is to prevent any national issue from reaching conflict proportions and get out of hand. Wakefield (2001) explains that effective public relations management in a transnational corporation demands the creation of “global strategies to preserve the entity’s reputation, to retain consistent messages and identity, and to anticipate and handle problems that might cross borders” (p. 644). Thus, a greater understanding of cross-national conflict shifting would allow a transnational corporation and multilateral bodies to avoid or diminish the negative effects of conflicts or crises that originate in one of its subsidiaries in a host country. Of course, the understanding of it by global NGOs better prepares them to strategizing campaigns against transnational corporations that do not act in a national responsive manner. Already Manheim (2001) offers a comprehensive study of the history, tactics, and effects of attacks on the reputation and legitimacy of large corporations. Whoever takes advantage of this knowledge, let’s hope that it will contribute to a better world community in which injustices and wrongdoing could be avoid and, if happens, penalized and corrective actions implemented. In a postmodern view of theoretical development, the theory of cross-national conflict shifting could be developed through various angles: (1) NGOs anti-corporate campaigns; (2) host country strategies of public relations and public diplomacy; (3) international corporate public relations management and responses; (4) global media intervention; (4) employees, shareholders, affected and involved communities, and consumers engagement; and coordination mechanisms and relationship management with transnational clients of global public relations firms.

Authors: Molleda, Juan. and Quinn, Candace.
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Cross-National Conflict Shifting
22
Where do we go from here?
The working theory expanded in this paper, Cross-National Conflict Shifting, shows the
complexity of managing issues and crises when they acquire transnational status. The ideal
situation would be to avoid conflict all together. Since that is seldom possible, the goal is to
prevent any national issue from reaching conflict proportions and get out of hand. Wakefield
(2001) explains that effective public relations management in a transnational corporation
demands the creation of “global strategies to preserve the entity’s reputation, to retain consistent
messages and identity, and to anticipate and handle problems that might cross borders” (p. 644).
Thus, a greater understanding of cross-national conflict shifting would allow a transnational
corporation and multilateral bodies to avoid or diminish the negative effects of conflicts or crises
that originate in one of its subsidiaries in a host country. Of course, the understanding of it by
global NGOs better prepares them to strategizing campaigns against transnational corporations
that do not act in a national responsive manner. Already Manheim (2001) offers a comprehensive
study of the history, tactics, and effects of attacks on the reputation and legitimacy of large
corporations. Whoever takes advantage of this knowledge, let’s hope that it will contribute to a
better world community in which injustices and wrongdoing could be avoid and, if happens,
penalized and corrective actions implemented.
In a postmodern view of theoretical development, the theory of cross-national conflict
shifting could be developed through various angles: (1) NGOs anti-corporate campaigns; (2) host
country strategies of public relations and public diplomacy; (3) international corporate public
relations management and responses; (4) global media intervention; (4) employees, shareholders,
affected and involved communities, and consumers engagement; and coordination mechanisms
and relationship management with transnational clients of global public relations firms.


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