Journal of Professional Communication 2020-05-24T16:03:53-04:00 Alex Sévigny Open Journal Systems <h2>JPC is an international publication for practitioners, policy makers and academics.</h2> <p>The professional communication world has a new interdisciplinary, peer reviewed journal for practitioners, journalists, artists, policy makers and academics to exchange ideas. JPC publishes case studies, interviews, research articles, works of digital media art and sound, works of design and commentary. We invite you to become part of the&nbsp;<a href="">JPC community</a>.</p> <p>JPC is supported by an Aid to Scholarly Publications grant from the Social Sciences and Humanities Research Council of Canada (SSHRC).</p> Data science and communications management 2020-05-24T16:03:51-04:00 Alex Sévigny <p>In this editorial for issue two of volume five of the Journal of Professional<br>Communication, the author discusses how data science is changing<br>the communications landscape. He suggests that advances in<br>technology are making it easier to learn about and communicate with<br>publics. The author challenges communciations professionals to make<br>better use of this new technology in their own work.</p> 2018-10-12T12:51:13-04:00 ##submission.copyrightStatement## Public relations excellence 2020-05-24T16:03:53-04:00 Antonina Rizzo, MCM <p>In this commentary, the author explains why theoretical public<br>relations scholarship is necessary to focus on the impact of behaviour<br>in three areas: socio-cultural studies on internal business<br>culture; organization-public relationship (OPR) focused<br>on publics’perceptions; and functional integrative stratification<br>in the context of an organization to its society and in the evolution<br>of public relations practice. Research in these three areas<br>stand to enhance internal collaboration, facilitate quality relationships<br>with publics, build organizational acceptance in society,<br>and outline the evolution of public relations—all of which<br>establish excellence in the field of public relations.</p> 2018-10-12T00:00:00-04:00 ##submission.copyrightStatement## Liberal vs. professional advertising education 2020-05-24T16:03:51-04:00 Robin Spring Alex Nesterenko <p>The issue of liberal vs. professional education is central to the<br>conversation about advertising education. Practitioners influence<br>the development of advertising curricula, so it is necessary<br>to have data representing their views. A national survey was<br>conducted with 366 practitioners in the United States. Findings<br>show that practitioners believe a four-year college degree is<br>important. They also believe that the best educational format<br>includes a balance of liberal and professional education. Practitioners<br>believe soft skills should be taught, though the most<br>attainable entry-level jobs require digital technology skills.<br>Digital technology also is identified as the most significant challenge<br>for the field.</p> 2018-10-12T12:52:53-04:00 ##submission.copyrightStatement## Roles, decision-making, and access to the dominant coalition 2020-05-24T16:03:53-04:00 Amy Thurlow Ala Kushniryk Karen Blotnicky Anthony R. Yue <p>This paper explores perceptions of public relations roles and<br>influence among senior communication managers in Canada.<br>Findings suggest that practitioners are optimistic about their<br>status and location within their organizations. However, they<br>report less confidence in the influence they can exert on financial<br>decisions that contribute to the organizational bottom line.<br>Findings indicate this may result from several factors, including<br>the gendered nature of the public relations profession as<br>well as a lack of follow-through on evaluation and measurement<br>of communication programs.</p> 2018-10-12T00:00:00-04:00 ##submission.copyrightStatement## Public relations in strategic management 2020-05-24T16:03:50-04:00 Mark Dottori Benoît Séguin Norm O'Reilly <p>This article proposes that it is advantageous for organizations’<br>public relations (PR) departments to adopt strategic management<br>as a core function. A series of theories that have shaped<br>our understanding of organizational strategy were reviewed<br>to identify links to PR practice and scholarship, suggesting PR<br>should move beyond providing information and assisting in<br>the implementation of strategy. Instead, PR should facilitate<br>the ongoing process of becoming ‘strategized’ towards desired<br>organizational characteristics. This perspective provides a link<br>between strategy and PR theory, allowing each to bring new<br>thoughts and insights to the other, providing a future research<br>agenda for PR. Findings also support a resulting pathway per<br>Grunig’s (1992, 2013) desire that PR practitioners be included in<br>the strategy apex of an organization (Mintzberg, 1979).</p> 2018-10-12T12:55:01-04:00 ##submission.copyrightStatement## Creating and implementing a new visual identity 2020-05-24T16:03:50-04:00 Paul McIvor <p>In 2015, Halton Healthcare, a hospital corporation in the Greater<br>Toronto Area, began to create and implement a disciplined<br>visual identity. To do so, the organization enhanced and reorganized<br>its communications capabilities. Over the next year,<br>they created a new visual identity and applied it across three<br>hospitals and several community-based care settings. The team<br>used an iterative approach, obtaining buy-in from internal<br>stakeholders, including senior leadership. The result was an<br>award-winning new visual identity consonant with the mission,<br>vision, and values of Halton Healthcare.</p> 2018-10-12T12:55:44-04:00 ##submission.copyrightStatement## Thirty percent off Ontario tuition 2020-05-24T16:03:52-04:00 Daniel Tisch <p>The Argyle Public Relationships team worked with the Ministry<br>of Training, Colleges, and Universities to develop a campaign<br>for a government program providing tuition rebates to<br>post-secondary students. Argyle used research-based communications<br>and evaluated the student environment, identifying<br>key issues — including the narrowness of the program scope,<br>difficulty of completing the application, an unidentified target<br>audience, and potential controversy — and strategies to address<br>them. By focusing on “student-to-student” communications,<br>finding ways to pre-qualify students, and pairing oncampus<br>interaction with online socialization, the team made<br>face-to-face contact with 29,000 students on 47 campuses in 21<br>days, resulting in a 27.5% increase of registrations on average.</p> 2018-10-12T00:00:00-04:00 ##submission.copyrightStatement##