Activism

, 141–143

Activists

, 141–143

Adversary activism

, 140–141

Aftercare phase

, 18, 24–25

Age discrimination

, 101

Asociación de Directivos de Comunicación (DIRCOM)

, 66–67

Associacão Brasileira de Comunicacão empresarial (ABERJE)

, 66–67

Associacão Portuguesa de Comunicacão de Empresa (APCE)

, 66–67

Associations codes

, 72–74

Awareness phase

, 17, 23

Baby Boomers

, 106

Black Lives Matter movement

, 82

Business-related D&I objectives

, 91

Career controlling power

, 196

Challenges of Change in Unpredictable Times

, 2

Charta der Vielfalt (Diversity Charter)

, 95

Chartered Institute of Public Relations (CIPR)

, 64–67, 181–182

#ChooseToChallenge movement

, 82

Classic lobbying

, 212

Code of Athens

, 64

Code of Ethics

, 64

Communication

climate

, 85–86

discrepancies

, 48–49

managers

, 108

researchers

, 212

skills

, 3, 49

tasks

, 113

of women as political leaders

, 50–51

Communication Accommodation Theory (CAT)

, 107–108

Communicative Predicament of Ageing (CPA)

, 107–108

Communicators

, 30–31, 39

Consejo Profesional de Relaciones Públicas (CPRPA)

, 66–67

Conservation

, 68

‘Content analysis of universities’ digital communication

, 34–35

Corporate comportment

, 142

Corporate social responsibility (CSR)

, 145

COVID-19

crisis

, 3, 52

pandemic

, 1, 3, 48, 50, 52

Credibility

, 167

Crisis

, 33

Crisis communication

, 48

data analysis

, 53–54

data collection

, 52–53

findings

, 54–57

limitations and suggestions for future research

, 58

literature review

, 49–51

research framework

, 52–54

theoretical background

, 48–49

Criticism

, 142

Croatian universities

, 32–33

perception of identity

, 37–38

Customization

, 112–113

Delayed reciprocity

, 49, 54

Demographic change

, 101

Descriptive statistics

, 130

Dialogical communication

, 85–86

Digital communication (see also Crisis communication)

, 33, 213–214

Digital feedback tool

drivers and barriers

, 19–20

heat transition

, 20–22

literature review

, 11–12

methodology

, 13–16

recommendations

, 25–27

research design

, 14–16

research goal and questions

, 13–14

resident questions, motivations and barriers

, 16–20

SMM

, 11–13

Digital instruments

, 212–213

Digital lobbying

changing lobbying process in digital age

, 212

characterizing

, 220–223

findings

, 217–223

lobbying actors in digital setting

, 212–214

methodology

, 214–217

Digital technology

, 1, 10

Dissemination of spokesperson stigma

, 172–174

Diversity

management

, 82–84

in organisations

, 83–84

Diversity and Inclusion programs (D&I programs)

, 3, 82

management

, 83

managers

, 86–87

studies on

, 84

E-marketing tools

, 31–32

Education

, 31–32

Effective internal communication

, 100

Employee activism

, 4, 140

badmouthing

, 150–151

as communication phenomenon

, 146–151

implications

, 151–154

importance

, 140–141

internal–external activism continuum

, 143–144

key triggering factors

, 144–146

Employee activists

, 140, 143–144

activities and campaigns

, 144

initiatives

, 140–141

Employee engagement (EE)

, 124, 130

data collection and participants

, 128–129

key drivers

, 1245

limitations and future studies

, 134

measures

, 129

method

, 128–129

as outcome of social exchange

, 125–126

results

, 130–131

theoretical overview

, 124–127

Employees

, 139–140

communication

, 146–147

outcomes

, 127

voice

, 147

Energy transition

, 9

Engagement

, 125–126

Entrepreneurial university

, 31

Environmental activists

, 143–144

Ethical universalism

, 75

Ethics

, 3, 62

of justice

, 49

Ethics codes

, 62

presence of values in

, 69–71

Ethics of care

, 48–49

in communication

, 51

European Public Relations Education and Research Association (EUPRERA)

, 1

community

, 2

theme

, 1

Everyday life behaviours

, 10

Excellence Theory

, 108

Execution phase

, 18, 24

Expert consulting

, 85

Expressive dimension

, 169–170

F.A.C.T.S. awareness campaign

, 56

Facebook

, 35, 40

Federal Council and Regional Councils of Public Relations Professionals in Brazil (CONFERP)

, 64

Feedback intervention tool

, 11

Feminism

, 3

Financial barriers

, 20

Finnish media

, 201

Finnish PR consultants

, 5, 194–195, 197, 199

Focus group

, 216

Fridays For Future (FFF)

, 212

Functional dimension

, 169

Future of lobbying

, 224

Gamification

, 2–3

Generation-specific segmentation in strategic internal communication

, 102, 104, 107–108

definitions and key elements

, 102–103

intergenerational and intercultural communication

, 107–108

segmentation of internal stakeholders

, 103–104

theoretical analysis and synthesis of segmentation criteria

, 105–106

Generations X

, 106

Generations Y

, 106

Global Alliance

code

, 72–73

for Public Relations and Communication Management

, 63, 66–67

Goffman, E.

, 165–167

Google

, 139–140

Governments

, 31, 50

Gratitude, honesty and wishing best for others

, 56–57

Grounded theory approach

, 214, 217

Habitual behaviour

, 10

Heat transition

, 11, 20, 22

bridges

, 21–22

gaps

, 21

outcomes

, 22

situation/reason

, 20–21

Hedonism

, 68

Higher Education Institutions (HEI)

, 31–32

Human Element in Employee Communication, The

, 3

Identity

, 220–223

Inclusive work

climate

, 84

environment

, 83

Intercultural communication

, 107–108

Intergenerational communication

, 107–108

Intergenerational dialogue

, 101

Internal communication (see also Strategic communication)

, 82–84, 87, 100

common internal D&I communication measures

, 89–90

consulting

, 85

department

, 3

findings

, 88–92

literature review

, 83–87

methodology

, 87–88

and relationship with employee outcomes

, 126–127

Internal communication satisfaction (ICS)

, 126–127, 130

Internal corporate communication

, 84–85

in D&I management

, 88–89

as means to achieve D&I objectives

, 90–92

Internal line management communication

, 84–85

Internal project peer communication

, 84–85

Internal team peer communication

, 84–85

Internal–external activism continuum

, 143–144

International Association of Business Communicators (IABC)

, 31–32, 64–65

International Communications Consultancy Organisation (ICCO)

, 64–65

International Public Relations Association (IPRA)

, 64

International Standard Industry Classification (ISIC)

, 185

Internet

, 212–213

Intervention

, 2–3

Journalists

, 164

in lobbying

, 201–202

Kappa coefficient

, 68–69

Leadership

characteristics

, 50–51

skills

, 48

LGBTIQ community

, 91

LinkedIn

, 40

Lobbying (Scotland) Act 2016

, 180, 189

Lobbying

, 4, 194–195

actors in digital setting

, 212–214

changing lobbying process in digital age

, 212

consultants in Finland

, 198–199

in context of public relations practice

, 180–181

findings

, 183–189

gender

, 183

measurement

, 182

method

, 182

methodology

, 197–198

news media and political communication

, 195–197

numbers of staff

, 187

political party activity

, 184–185

population and participants

, 182

qualifications

, 183

results

, 198–204

sampling

, 182

significance of media in

, 199–200

staffing resource

, 185–187

transparency legislation

, 188–189

types and sectors of organisations

, 185

Lobbyists

, 5, 222–223

benefits of political background

, 204

techniques and regulation

, 187–188

typology and behaviour

, 181–182

Mann Whitney U-test

, 174

MAXQDA software

, 87–88

Media

, 195

attention

, 196

lobbyism

, 194

relations

, 164, 200

reports

, 9–10

significance in lobbying

, 199–200

Mediation analysis

, 130–131

Members of the Scottish Parliament (MSPs)

, 180

Microblogging sites

, 212–213

Moral outrage

, 142

Negative word-of-mouth (NWOM)

, 150

Neighbourhood-oriented ‘unburdening approach’

, 19

News media

, 195, 197, 200–201

conflicts with

, 203–204

efficiency

, 202–203

in lobbying

, 201–202

Nordic media systems

, 196–197

Norwegian PR agencies

, 196–197

Openness to change

, 68

Optimal Distinctiveness Theory

, 84

Organisational communication

, 3, 82–83

Organisational dissent

, 147–148

Organisational pro-diversity climate

, 83–84

Organisational resources

, 196

Organisational support

, 125

Orientation and choice phase

, 18, 23–24

Outside lobbying

, 196

Perceived organisational support (POS)

, 130

Perceived stigma effects on job satisfaction

, 174

Personal promotion

, 68

Planned communication

, 31

Political communication

, 50, 194–195, 197

Political decision making

, 194–195

Political decision-makers

, 195

Political institutions

, 212–213

Political leadership

, 48–49

Political mobilization

, 212–213

Political power in Finland

, 194–195

Polyphonic communication approach

, 101

Power-sharing

, 140

Principled dissent

, 147–148

Private universities

, 37–38

Pro-diversity climate

, 83–84

Process consulting

, 85

Profession

, 62

method

, 66–69

procedure and instruments

, 67–69

results

, 69–74

sample

, 66–67

theoretical framework

, 63–66

Professional associations

, 62

Professional public relations

associations

, 63

bodies

, 62

Psychological contract

, 125

Psychological contract fulfilment (PCF)

, 130

Public affairs (PA)

, 4, 212–213

in context of public relations practice

, 180–181

numbers of staff

, 187

Public relations (PR)

, 30, 164, 212–213

associations

, 62–63

and communication experts

, 40

consultants

, 194, 201

ethics

, 62

function

, 31–32

personnel

, 41

workers

, 30–31

Public Relations and Communications Association (PRCA)

, 181–182

Public Relations Society of America (PRSA)

, 64, 66–67

Public universities

, 34–35

Qualitative method

, 197

Regulation

, 181–182

Relationality

, 49, 56

Relationships

, 68

Reserved powers

, 180

‘Residents’ journey

, 12

Scale reliability

, 130

Schwartz’s theory of basic human values

, 62–63, 65, 67

Scotland

, 55, 180

Scottish lobbyists

, 5, 182

Scottish National Party

, 184–185

Scottish Parliament

, 180

Segmentation of internal stakeholders

, 103–104

Self-monitoring

, 10

Sense of belonging

, 84–85

Sense of responsibility

, 49, 55–56

Sense-making method (SMM)

, 11–13

Situational Theory of Problem Solving

, 148

Slacktivism

, 146

Smart energy meters

, 2–3, 10–11

Social change

, 49, 54–55

Social comparison

, 19

Social dimension

, 169

Social exchange quality indicators

, 124–125

employee engagement as outcome of social exchange

, 125–126

internal communication and relationship with employee outcomes

, 126–127

organisational support

, 125

psychological contract

, 125

Social issues

, 144–145

Social media(see also News media)

, 146, 212–213

change through

, 217–220

Social network communication

, 35

Social networking

, 212–213

State University

, 38, 40

Statement on COVID-19 Communication

, 2

Stigma

, 4

concept

, 164–165

of Goffman

, 165–167

Stigma ‘spokesperson’

, 165–171

empirical findings on attitudes towards

, 168–170

methodology

, 171–172

results

, 172–174

as stigmatisable group

, 167–168

Stigmatisation

, 164–166

effects

, 170–171

Strategic communication

, 30–31, 84–85, 100–101, 168, 212–213

findings

, 34–40

methodology

, 32–33

staff’s activities

, 38

theoretical framework

, 31–32

Strategic communicators, acting as

, 148–149

Strategic internal communication

, 100

findings

, 109–114

generation-specific segmentation in strategic internal communication

, 102–108

method and research design

, 108–109

Survey

, 128–129

Sustainability

, 11–12

Swedish PR agencies

, 196–197

Temporal duality

, 1

Theory of basic human values (see Schwartz’s theory of basic human values)

Transcendence

, 68

Transparency

, 220–223

Transparent lobbying

, 219

Triangular qualitative analysis

, 5

Triple Helix University concept

, 31

Two-way communication

, 85–86

Universities

, 30–32

interviews with university representatives

, 35–40

UWES

, 129

Values

, 67–68

VERN University

, 34–35