Special Issue "Organizations, Stakeholders and Public Affairs"

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A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (30 September 2013)

Special Issue Editor

Guest Editor
Dr. David Eduardo Cavazos (Website)

Anderson School of Management, University of New Mexico, MSC 05 3090 Albuquerque, NM 87131, USA
Phone: +1 540 435 4833
Interests: regulation; corporate political strategy; reputation

Special Issue Information

Dear Colleagues,

The realm of firm public affairs is extremely broad and complex. Issues ranging from stakeholder relations, issues management, political participation, strategy and agenda setting are among the wide range of issues that pose a variety of questions regarding firm interactions with external organizations. In addition such questions may have different, unique answers depending on context and global perspective. The special issue, accordingly, seeks original research from a broad and diverse set of perspectives that seeks to address questions dealing with how organizations, public or private, interact with external actors including, among others, stakeholder groups, media outlets, regulatory organizations and political actors. Submissions can, for instance, explore the tools organizations apply to set specific agendas as well as the strategies formulated and implemented to manage specific issues. Within the realm of politics potential topics may include exploring the interface between public and private organizations as well as how firms implement strategies to deal with public sector organizations.

Dr. David Eduardo Cavazos
Guest Editor

Submission

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. Papers will be published continuously (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are refereed through a peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed Open Access quarterly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. For the first couple of issues the Article Processing Charge (APC) will be waived for well-prepared manuscripts. English correction and/or formatting fees of 250 CHF (Swiss Francs) will be charged in certain cases for those articles accepted for publication that require extensive additional formatting and/or English corrections.

Keywords

  • media
  • stakeholders
  • public relations
  • political strategy
  • agenda setting

Published Papers (3 papers)

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Research

Open AccessArticle It Does Matter How You Get to the Top: Differentiating Status from Reputation
Adm. Sci. 2014, 4(2), 73-86; doi:10.3390/admsci4020073
Received: 30 September 2013 / Revised: 19 February 2014 / Accepted: 28 February 2014 / Published: 4 April 2014
Cited by 2 | PDF Full-text (156 KB) | HTML Full-text | XML Full-text
Abstract
Status and reputation have long been recognized as important influences in management research and recently much attention has been paid to defining the two concepts and understanding how they are utilized by organizations. However, few strategic management studies have identified the different [...] Read more.
Status and reputation have long been recognized as important influences in management research and recently much attention has been paid to defining the two concepts and understanding how they are utilized by organizations. However, few strategic management studies have identified the different methods through which status and reputation are constructed. While reputation has been linked with a history of quality, and status has been identified as an externally assigned measure of social position, empirical studies have been highly idiosyncratic in their identification of the mechanisms used to obtain either construct. This paper attempts to rectify that gap in the literature by identifying two distinct methods used to obtain reputation and status. We argue that certification contests can be used to increase organizational reputation and tournament rituals can be used to increase organizational status. We build theoretical propositions regarding the use of certification contexts and tournament rituals to show how reputation and status are achieved through similar, but distinct, methods and further the research on teasing apart these two important and intertwined concepts. Full article
(This article belongs to the Special Issue Organizations, Stakeholders and Public Affairs)
Open AccessArticle Managing Relational Legacies: Lessons from British Columbia, Canada
Adm. Sci. 2014, 4(1), 15-34; doi:10.3390/admsci4010015
Received: 30 September 2013 / Revised: 23 December 2013 / Accepted: 31 December 2013 / Published: 8 January 2014
Cited by 2 | PDF Full-text (359 KB) | HTML Full-text | XML Full-text
Abstract
Issues related to company-community relations and the social license to operate have emerged as strategic business issues. This paper aims to contribute to the growing body of research on long-term company-community relations. An analysis of the relationship between Alcan (Aluminum of Canada, [...] Read more.
Issues related to company-community relations and the social license to operate have emerged as strategic business issues. This paper aims to contribute to the growing body of research on long-term company-community relations. An analysis of the relationship between Alcan (Aluminum of Canada, Montréal, Canada part of Rio Tinto since 2007) with the Cheslatta Carrier First Nation in the Kemano-Kitimat area of northern British Columbia, Canada, provides three contributions. The first is related to the notion of relational legacy, which refers to the sedimentation of unresolved issues that have the potential to impede the realization of corporate activities and the reproduction of low levels of social license to operate. The second concerns stakeholder management. While the literature suggests that stakeholders should be managed by companies according to the degree of salience, this analysis suggests that researchers and managers should consider the evolution of the environmental context in their analyses. Third, the analysis suggests that small or marginalized groups, depicted by the stakeholder management literature as dormant stakeholders, should not be underestimated. Full article
(This article belongs to the Special Issue Organizations, Stakeholders and Public Affairs)
Open AccessArticle Relationships of the Trade Unions with the Media: The Lithuanian Case
Adm. Sci. 2014, 4(1), 1-14; doi:10.3390/admsci4010001
Received: 8 October 2013 / Revised: 16 December 2013 / Accepted: 19 December 2013 / Published: 3 January 2014
PDF Full-text (415 KB) | HTML Full-text | XML Full-text
Abstract
The various practices of different countries show that, in order to achieve trade unions’ goals, working relationships with the media are very important, especially in terms of influencing public (stakeholder) opinion, as well as instilling confidence in trade unions. This paper presents [...] Read more.
The various practices of different countries show that, in order to achieve trade unions’ goals, working relationships with the media are very important, especially in terms of influencing public (stakeholder) opinion, as well as instilling confidence in trade unions. This paper presents some examples and empirical research results that prove the significance of such relationships. The situation in Lithuania is analyzed based on qualitative research results. The results reveal that Lithuanian trade unions do not have effective tools at their disposal for the promotion of their activity. Moreover, their notion of their relationships with the media is limited to a narrow understanding such as “the article or broadcast in media”. Due to this and other reasons, the promotion of employers’ concessions is weak. Different situations can be noticed by analyzing the independent trade unions which use other practices and systems. Full article
(This article belongs to the Special Issue Organizations, Stakeholders and Public Affairs)

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