All Academic, Inc. Research Logo

Info/CitationFAQResearchAll Academic Inc.
Document

A Working Theory of Cross-National Conflict Shifting as an International Public Relations Dynamic
Unformatted Document Text:  Cross-National Conflict Shifting 5 nurture in time nationally different corporate affairs and their relationships to the predominant socio-political interest groups. The responsibility for public affairs management has to be delegated for that reason to the respective corporate units, which— given proper selection and training—can execute these tasks more effectively due to their regional proximity and personal contacts. (p. 325) The literature concerning the study of coordination and control mechanisms informs the interdependencies in international public relations management (e.g., Cesaria, 2000; Cray, 1984; Ghoshal, Korine & Szulanski, 1994; Martinez & Jarillo, 1989). Molleda (2000a, 2000b) and empirically explores the balance between integration and localization efforts to manage the public relations function in transnational corporations. Molleda (2000a) reports: 1) The more a subsidiary uses integrative communication devices (e.g., Web site, Intranet, annual report) to communicate with internal audiences, the better the integration of its public relations function with the overall international operation; 2) the better the overall communication quality of public relations information received by a subsidiary, the better the integration of its public relations function with the overall international operation; 3) The better the quality of the parent company- subsidiary relationship, the better the integration of the public relations function; 4) The higher the level of corporate socialization in a subsidiary's public relations function, the higher the levels of global efficiency (i.e., resources sharing) and worldwide learning (i.e., know-how, knowledge, experiences exchanging) of that subsidiary's public relations function; 5) the higher the integration of a subsidiary concerning its public relations function, the higher the overall levels of transnational mentality reported by that subsidiary (i.e., “Differentiated contributions by national units to integrated worldwide operations,” Bartlett & Ghoshal, 1989, p. 65); and 6) the higher the communication quality a subsidiary reports it receives from various public relations

Authors: Molleda, Juan. and Quinn, Candace.
first   previous   Page 6 of 29   next   last



background image
Cross-National Conflict Shifting
5
nurture in time nationally different corporate affairs and their relationships to the
predominant socio-political interest groups. The responsibility for public affairs
management has to be delegated for that reason to the respective corporate units, which—
given proper selection and training—can execute these tasks more effectively due to their
regional proximity and personal contacts. (p. 325)
The literature concerning the study of coordination and control mechanisms informs the
interdependencies in international public relations management (e.g., Cesaria, 2000; Cray, 1984;
Ghoshal, Korine & Szulanski, 1994; Martinez & Jarillo, 1989). Molleda (2000a, 2000b) and
empirically explores the balance between integration and localization efforts to manage the
public relations function in transnational corporations. Molleda (2000a) reports: 1) The more a
subsidiary uses integrative communication devices (e.g., Web site, Intranet, annual report) to
communicate with internal audiences, the better the integration of its public relations function
with the overall international operation; 2) the better the overall communication quality of public
relations information received by a subsidiary, the better the integration of its public relations
function with the overall international operation; 3) The better the quality of the parent company-
subsidiary relationship, the better the integration of the public relations function; 4) The higher
the level of corporate socialization in a subsidiary's public relations function, the higher the
levels of global efficiency (i.e., resources sharing) and worldwide learning (i.e., know-how,
knowledge, experiences exchanging) of that subsidiary's public relations function; 5) the higher
the integration of a subsidiary concerning its public relations function, the higher the overall
levels of transnational mentality reported by that subsidiary (i.e., “Differentiated contributions by
national units to integrated worldwide operations,” Bartlett & Ghoshal, 1989, p. 65); and 6) the
higher the communication quality a subsidiary reports it receives from various public relations


Convention
Need a solution for abstract management? All Academic can help! Contact us today to find out how our system can help your annual meeting.
Submission - Custom fields, multiple submission types, tracks, audio visual, multiple upload formats, automatic conversion to pdf.
Review - Peer Review, Bulk reviewer assignment, bulk emails, ranking, z-score statistics, and multiple worksheets!
Reports - Many standard and custom reports generated while you wait. Print programs with participant indexes, event grids, and more!
Scheduling - Flexible and convenient grid scheduling within rooms and buildings. Conflict checking and advanced filtering.
Communication - Bulk email tools to help your administrators send reminders and responses. Use form letters, a message center, and much more!
Management - Search tools, duplicate people management, editing tools, submission transfers, many tools to manage a variety of conference management headaches!
Click here for more information.

first   previous   Page 6 of 29   next   last

©2012 All Academic, Inc.