Article2020

Muting or Meddling? Advocacy as a Relational Communication Strategy Affecting Organization–Public Relationships and Stakeholder Response

Nicholas Browning · Ejae Lee · Young Eun Park · Tae-Young Kim

85 citations0/0 files storedJournalism & Mass Communication Quarterly

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Public Relations and Crisis Communication Corporate Social Responsibility Reporting Political Influence and Corporate Strategies

Abstract

This article conceptualizes organizational advocacy as a relational communication strategy by which organizations take stances on controversial, sociopolitical issues to signal shared commitment with key publics. The authors conducted a series of two-by-two experimental surveys—controlling whether an organization took a defined position (advocacy vs. silence) and whether it acted alone or in line with peers (leader vs. follower)—across both less partisan (Study 1) and highly partisan (Study 2) issues. Findings indicate advocacy is an effective relational communication strategy that strengthens organization–public relationships (OPRs) and increases publics’ support for the organization. Theoretical contributions and practical applications are discussed.

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References

1999Corporate Social Responsibility 1985Measuring the Involvement Construct 2003Consumer–Company Identification: A Framework for Understanding Consumers’ Relationships with Companies 2002Signaling in Retrospect and the Informational Structure of Markets 1989An Empirical Examination of the Structural Antecedents of Attitude toward the Ad in an Advertising Pretesting Context 2000No Pain, No Gain: A Critical Review of the Literature on Signaling Unobservable Product Quality 2006The Role of Corporate Social Responsibility in Strengthening Multiple Stakeholder Relationships: A Field Experiment 2010How can corporate social responsibility activities create value for stakeholders? A systematic review

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