Translation
BibTex RIS Cite

Olmak ya da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar

Year 2018, Volume: 2 Issue: 4, 1 - 15, 01.12.2018

Murat Sezgin Emine Özbay

Abstract

İtalya’da halkla
ilişkilerin ampirik çalışmalarında eksiklik vardır. Bu çalışma İtalya’daki
halka ilişkiler departmanlarının stratejik bir şekilde yönetilip
yönetilmediğini ve halkla ilişkilerin kurumlara katkı yapıp yapmadığını
incelemektedir. Stratejik yönetimle ilgili dört ana prensibi kullanan bu
çalışmada; özel şirketler, kamu kurumları ve kar amacı gütmeyen kurumlarda çalışan
halkla ilişkiler uzmanlarından bilgi toplandı. Kurumların çeşitlerine
bakılmaksızın üst düzey yönetimlerde çok az halkla ilişkiler uzmanı çalıştığı
görülmektedir. Kar amacı gütmeyen kurumların üst düzey yöneticileri halkla
ilişkiler faaliyetlerine diğer iki tür kurumdan daha fazla değer vermeye
eğilimlidirler. İki yönlü simetrik iletişimin tekrar normatif olduğu
kanıtlandı. Literatür taramayı ve dünyanın diğer taraflarında yürütülen
bilimsel araştırma yöntemlerini kullanan bu çalışma, stratejik halkla
ilişkilerin farklı sosyo-kültürel çevrelerde
kullanabileceğini gösteren bir bilgi üretti böylece hakla ilişkilerin global
teorisinin yapılanmasına katkıda bulunmaktadır.

Keywords

Stratejik Halkla İlişkiler İtalya Ana Prensipler Kar Amacı Gütmeyen Özel Kamu

References

  • ReferencesArceo, A. (2004). Public relations in Spain: An introduction. Public Relations Review, 30(3), 293–302.
  • Barbetta, G. P., & Cima, S. (2003). (Non-profit organizations in Italy) Le istituzioni nonprofit in Italia. Bologna, Italy: Il Mulino.
  • Barbetta, G. P., & Maggio, F. (2002). Nonprofit. Bologna, Italy: Il Mulino.
  • Bozzetti, C. (2003). (The public administration communicates: The role of the press office) La pubblica amministrazione comunica: il ruolo dell’ufficio stampa(unpublished master thesis). Italia: Università Cattolica del Sacro Cuore di Milano.
  • Confcommercio. (2009). (SMEs’ Roadshow. Small and medium enterprises in Italy) Roadshow PMI. Le piccole e media imprese in Italia. Available at:http://www.confcommercio.it/home/SALA-STAMP/Iniziative/Roadshow-P/scheda-PMI-ITALIA.doc cvt.htm
  • Coppa, M., & Sriramesh, K. (2013). Corporate social responsibility among SMEs in Italy. Public Relations Review, 39(1), 30–39.
  • Dubach, E. B. (2009). (Working with foundations. Operative manual) Lavorare con le fondazioni. Guida operativa. Milan, Italy: Franco Angeli.
  • Grandi, R. (2003). (Public communication) La Comunicazione pubblica. Roma, Italy: Carrocci editore.
  • Grunig, L. A., Grunig, J. E., & Dozier, D. M. (2002). Excellent public relations and effective organizations: A study of communication management in three countries.Mahwah, NJ: Lawrence Erlbaum Associates.
  • Harris, P., & Locke, A. (1996). Machiavellian marketing: The development of corporate lobbying in the UK. Journal of Marketing Management, 12(4), 313–328.
  • Harris, P., Moss, D., & Vetter, N. (1999). Machiavelli’s legacy to public affairs: A modern tale of servants and princes in UK organisations. Journal ofCommunication Management, 3(3), 201–217.
  • Introvigne, V. (2007). (The reform of professions and the future of public relations in Italy. A comparison with US and UK legislations) La riforma delle professionie il futuro delle relazioni pubbliche in Italia. Un confronto con la legislazione degli Stati Uniti e del Regno Unito (unpublished master thesis). Italy: Universityof Udine.
  • Invernizzi, E., & Romenti, S. (2009a). Institutionalization and evaluation of corporate communication in Italian companies. International Journal of StrategicCommunication, 3(2), 116–130.
  • Invernizzi, E., & Romenti, S. (2009b). Strategic communication and decision-making processes: Toward the communication oriented organization. In Paperpresented at the EUPRERA Congress 2009 Corporate citizens of the third millennium. Towards a shared European perspective Bucharest, Romania, September23–26.
  • Lim, S., Goh, J., & Sriramesh, K. (2005). Applicability of the generic principles of excellent public relations in a different cultural context: The case study ofSingapore. Journal of Public Relations Research, 17, 315–340.
  • Liu, B., & Horsley, J. (2007). The government communication decision wheel: Towards a public relations model for public sector. Journal of Public RelationsResearch, 19(4), 377–393.
  • Machiavelli, N. (1532/1961). The Prince (G. Bull, Trans.). London, UK: Penguin.
  • Moro, G., & Vannini, I. (2008). (Civil society between history and future challenges. Report on Italy by Civil Society Index) La società civile tra eredità e sfide.Rapporto sull’Italia del Civil Society Index. Soveria Mannelli, Italy: Rubbettino editore.
  • Muzi Falconi, T. (2005). (Governing relationships. Objectives, tools and models of public relations) Governare le relazioni. Obiettivi, strumenti e modelli dellerelazioni pubbliche (2nd ed.). Milano: Il Sole 24Oore.
  • Muzi Falconi, T. (2009). Chapter 24: Public relations in Italy: Master of ceremonies in a relational society. In K. Sriramesh, & D. Vercic (Eds.), The global publicrelations handbook. Theory, research, and practice (2nd ed., pp. 484–502). New York, NY: Routledge.
  • Oksiutycz, A., & Enombo, M. P. (2011). Public relations practice in private sector companies in Gabon. Public Relations Review, 37(3), 274–280. Palma, E., & Paganin, A. (2002). Voluntary service centres in Italy: A news social actor in the development of voluntarism. Voluntary Action, 4(2), 63–74.
  • PAQ. (2013). (Press office. How to manage relations with mass media) Ufficio Stampa Come gestire i rapporti con i mezzi di comunicazione di massa. Pub-blica Amministrazione di Qualità, Dipartimento della Funzione Pubblica. Available at: http://qualitapa.gov.it/relazioni-con-i-cittadini/organizzare-uffici-e-servizi/ufficio-stampa/
  • Rhee, J. (2002). Global public relations: A cross-cultural study of the excellence theory in South Korea. Journal of Public Relations Research, 14(3), 159–184.
  • Ristuccia, S. (1996). (Voluntarism and foundations. Physiognomy of non-profit sector) Volontariato e fondazioni. Fisionomie del settore nonprofit. Rimini, Italy:Maggioli.
  • Sriramesh, K. (2004). Public relations in Asia: An anthology. Singapore: Thompson.
  • Sriramesh, K., & Vercic, D. (2003). The global public relations handbook. Theory, research, and practice. Mahwah, NJ: Lawrence Erlbaum.
  • Sriramesh, K., & Vercic, D. (2009). The global public relations handbook. Theory, research, and practice (2nd ed.). New York, NY: Routledge.
  • Taylor, P. M. (2002). Munitions of the mind: A history of propaganda from the ancient world to the present day. New York: Manchester University Press.
  • Valentini, C. (2009a). Italian public relations in a changing world. Historical overview, current questions and future challenges. PRism, 6(2), 1–11.
  • Valentini, C. (2009b). Looking for institutionalization: Italian public relations and the role of credibility and professionalism. In K. Yamamura (Ed.), Proceedingsof the 12th annual international public relations research conference (pp. 553–569).
  • Valentini, C. (2010). Personalised networks of influence in public relations: Strategic resources for achieving successful professional outcomes. Journal ofCommunication Management, 14(2), 153–166.
  • Valentini, C. (2013). Public relations in the public sector. The role of strategic communication in the Italian public administration. Sinergie, 92(Sep.–Dec.),93–113.
  • Valentini, C., & Muzi Falconi, T. (2008). (The shattered mirror. How Italian journalists and public relations practitioners reciprocally perceive their profession) Lospecchio infranto. Come i relatori pubblici e i giornalisti italiani percepiscono la propria professione e quella dell’altro. Rome, Italy: Luca Sossella Edition.
  • Vatican. (2010). (Historical archive of the De Propaganda Fide) Archivio Storico De Propaganda Fide. The Vatican. Available at: http://www.vatican.va/romancuria/congregations/cevang/archivio/index.html
  • Vercic, D., Grunig, L. A., & Grunig, J. E. (1996). Global and specific principles of public relations: Evidence from Slovenia. In H. M. Culbertson, & N. Chen (Eds.),International public relations: A comparative analysis (pp. 31–66). Mahwah, NJ: Lawrence Erlbaum Associates.
  • Verhoeven, P., Zerfass, A., & Tench, R. (2011). Strategic orientation of communication professionals in Europe. International Journal of Strategic Communication,5(2), 95–117.
  • Zerfass, A. (2008). Corporate communication revisited: Integrating business strategies and strategic communication. In A. Zerfass, B. van Ruler, & K. Sriramesh(Eds.), Public relations research (pp. 65–96). Wiesbaden: VS Verlag für Sozialwissenschaften.

Year 2018, Volume: 2 Issue: 4, 1 - 15, 01.12.2018

Murat Sezgin Emine Özbay

Abstract

References

  • ReferencesArceo, A. (2004). Public relations in Spain: An introduction. Public Relations Review, 30(3), 293–302.
  • Barbetta, G. P., & Cima, S. (2003). (Non-profit organizations in Italy) Le istituzioni nonprofit in Italia. Bologna, Italy: Il Mulino.
  • Barbetta, G. P., & Maggio, F. (2002). Nonprofit. Bologna, Italy: Il Mulino.
  • Bozzetti, C. (2003). (The public administration communicates: The role of the press office) La pubblica amministrazione comunica: il ruolo dell’ufficio stampa(unpublished master thesis). Italia: Università Cattolica del Sacro Cuore di Milano.
  • Confcommercio. (2009). (SMEs’ Roadshow. Small and medium enterprises in Italy) Roadshow PMI. Le piccole e media imprese in Italia. Available at:http://www.confcommercio.it/home/SALA-STAMP/Iniziative/Roadshow-P/scheda-PMI-ITALIA.doc cvt.htm
  • Coppa, M., & Sriramesh, K. (2013). Corporate social responsibility among SMEs in Italy. Public Relations Review, 39(1), 30–39.
  • Dubach, E. B. (2009). (Working with foundations. Operative manual) Lavorare con le fondazioni. Guida operativa. Milan, Italy: Franco Angeli.
  • Grandi, R. (2003). (Public communication) La Comunicazione pubblica. Roma, Italy: Carrocci editore.
  • Grunig, L. A., Grunig, J. E., & Dozier, D. M. (2002). Excellent public relations and effective organizations: A study of communication management in three countries.Mahwah, NJ: Lawrence Erlbaum Associates.
  • Harris, P., & Locke, A. (1996). Machiavellian marketing: The development of corporate lobbying in the UK. Journal of Marketing Management, 12(4), 313–328.
  • Harris, P., Moss, D., & Vetter, N. (1999). Machiavelli’s legacy to public affairs: A modern tale of servants and princes in UK organisations. Journal ofCommunication Management, 3(3), 201–217.
  • Introvigne, V. (2007). (The reform of professions and the future of public relations in Italy. A comparison with US and UK legislations) La riforma delle professionie il futuro delle relazioni pubbliche in Italia. Un confronto con la legislazione degli Stati Uniti e del Regno Unito (unpublished master thesis). Italy: Universityof Udine.
  • Invernizzi, E., & Romenti, S. (2009a). Institutionalization and evaluation of corporate communication in Italian companies. International Journal of StrategicCommunication, 3(2), 116–130.
  • Invernizzi, E., & Romenti, S. (2009b). Strategic communication and decision-making processes: Toward the communication oriented organization. In Paperpresented at the EUPRERA Congress 2009 Corporate citizens of the third millennium. Towards a shared European perspective Bucharest, Romania, September23–26.
  • Lim, S., Goh, J., & Sriramesh, K. (2005). Applicability of the generic principles of excellent public relations in a different cultural context: The case study ofSingapore. Journal of Public Relations Research, 17, 315–340.
  • Liu, B., & Horsley, J. (2007). The government communication decision wheel: Towards a public relations model for public sector. Journal of Public RelationsResearch, 19(4), 377–393.
  • Machiavelli, N. (1532/1961). The Prince (G. Bull, Trans.). London, UK: Penguin.
  • Moro, G., & Vannini, I. (2008). (Civil society between history and future challenges. Report on Italy by Civil Society Index) La società civile tra eredità e sfide.Rapporto sull’Italia del Civil Society Index. Soveria Mannelli, Italy: Rubbettino editore.
  • Muzi Falconi, T. (2005). (Governing relationships. Objectives, tools and models of public relations) Governare le relazioni. Obiettivi, strumenti e modelli dellerelazioni pubbliche (2nd ed.). Milano: Il Sole 24Oore.
  • Muzi Falconi, T. (2009). Chapter 24: Public relations in Italy: Master of ceremonies in a relational society. In K. Sriramesh, & D. Vercic (Eds.), The global publicrelations handbook. Theory, research, and practice (2nd ed., pp. 484–502). New York, NY: Routledge.
  • Oksiutycz, A., & Enombo, M. P. (2011). Public relations practice in private sector companies in Gabon. Public Relations Review, 37(3), 274–280. Palma, E., & Paganin, A. (2002). Voluntary service centres in Italy: A news social actor in the development of voluntarism. Voluntary Action, 4(2), 63–74.
  • PAQ. (2013). (Press office. How to manage relations with mass media) Ufficio Stampa Come gestire i rapporti con i mezzi di comunicazione di massa. Pub-blica Amministrazione di Qualità, Dipartimento della Funzione Pubblica. Available at: http://qualitapa.gov.it/relazioni-con-i-cittadini/organizzare-uffici-e-servizi/ufficio-stampa/
  • Rhee, J. (2002). Global public relations: A cross-cultural study of the excellence theory in South Korea. Journal of Public Relations Research, 14(3), 159–184.
  • Ristuccia, S. (1996). (Voluntarism and foundations. Physiognomy of non-profit sector) Volontariato e fondazioni. Fisionomie del settore nonprofit. Rimini, Italy:Maggioli.
  • Sriramesh, K. (2004). Public relations in Asia: An anthology. Singapore: Thompson.
  • Sriramesh, K., & Vercic, D. (2003). The global public relations handbook. Theory, research, and practice. Mahwah, NJ: Lawrence Erlbaum.
  • Sriramesh, K., & Vercic, D. (2009). The global public relations handbook. Theory, research, and practice (2nd ed.). New York, NY: Routledge.
  • Taylor, P. M. (2002). Munitions of the mind: A history of propaganda from the ancient world to the present day. New York: Manchester University Press.
  • Valentini, C. (2009a). Italian public relations in a changing world. Historical overview, current questions and future challenges. PRism, 6(2), 1–11.
  • Valentini, C. (2009b). Looking for institutionalization: Italian public relations and the role of credibility and professionalism. In K. Yamamura (Ed.), Proceedingsof the 12th annual international public relations research conference (pp. 553–569).
  • Valentini, C. (2010). Personalised networks of influence in public relations: Strategic resources for achieving successful professional outcomes. Journal ofCommunication Management, 14(2), 153–166.
  • Valentini, C. (2013). Public relations in the public sector. The role of strategic communication in the Italian public administration. Sinergie, 92(Sep.–Dec.),93–113.
  • Valentini, C., & Muzi Falconi, T. (2008). (The shattered mirror. How Italian journalists and public relations practitioners reciprocally perceive their profession) Lospecchio infranto. Come i relatori pubblici e i giornalisti italiani percepiscono la propria professione e quella dell’altro. Rome, Italy: Luca Sossella Edition.
  • Vatican. (2010). (Historical archive of the De Propaganda Fide) Archivio Storico De Propaganda Fide. The Vatican. Available at: http://www.vatican.va/romancuria/congregations/cevang/archivio/index.html
  • Vercic, D., Grunig, L. A., & Grunig, J. E. (1996). Global and specific principles of public relations: Evidence from Slovenia. In H. M. Culbertson, & N. Chen (Eds.),International public relations: A comparative analysis (pp. 31–66). Mahwah, NJ: Lawrence Erlbaum Associates.
  • Verhoeven, P., Zerfass, A., & Tench, R. (2011). Strategic orientation of communication professionals in Europe. International Journal of Strategic Communication,5(2), 95–117.
  • Zerfass, A. (2008). Corporate communication revisited: Integrating business strategies and strategic communication. In A. Zerfass, B. van Ruler, & K. Sriramesh(Eds.), Public relations research (pp. 65–96). Wiesbaden: VS Verlag für Sozialwissenschaften.
There are 37 citations in total.

Details

Primary Language Turkish
Subjects Economics
Journal Section Research Articles
Authors

Murat Sezgin

Emine Özbay

Publication Date December 1, 2018
Published in Issue Year 2018 Volume: 2 Issue: 4

Cite

APA Sezgin, M., & Özbay, E. (2018). Olmak ya da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar. Uluslararası Ekonomi Ve Siyaset Bilimleri Akademik Araştırmalar Dergisi, 2(4), 1-15.
AMA Sezgin M, Özbay E. Olmak ya da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar. joecopol. December 2018;2(4):1-15.
Chicago Sezgin, Murat, and Emine Özbay. “Olmak Ya Da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar”. Uluslararası Ekonomi Ve Siyaset Bilimleri Akademik Araştırmalar Dergisi 2, no. 4 (December 2018): 1-15.
EndNote Sezgin M, Özbay E (December 1, 2018) Olmak ya da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar. Uluslararası Ekonomi ve Siyaset Bilimleri Akademik Araştırmalar Dergisi 2 4 1–15.
IEEE M. Sezgin and E. Özbay, “Olmak ya da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar”, joecopol, vol. 2, no. 4, pp. 1–15, 2018.
ISNAD Sezgin, Murat - Özbay, Emine. “Olmak Ya Da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar”. Uluslararası Ekonomi ve Siyaset Bilimleri Akademik Araştırmalar Dergisi 2/4 (December 2018), 1-15.
JAMA Sezgin M, Özbay E. Olmak ya da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar. joecopol. 2018;2:1–15.
MLA Sezgin, Murat and Emine Özbay. “Olmak Ya Da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar”. Uluslararası Ekonomi Ve Siyaset Bilimleri Akademik Araştırmalar Dergisi, vol. 2, no. 4, 2018, pp. 1-15.
Vancouver Sezgin M, Özbay E. Olmak ya da Olmamak; İtalya’da Stratejik Halkla İlişkilerdeki Paradokslar. joecopol. 2018;2(4):1-15.
 Download Cover Image