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Journal Article 5.1: Henderson, A., Cheney, G., & Weaver, C. K. (2014). The role of employee identification and organizational identity in strategic communication and organizational issues management about genetic modification. International Journal of Business Communication, 52(1), 12-41.

Abstract: This article examines the organizational identities and strategic communication of two New Zealand primary export organizations as they managed intense public debate surrounding the potential impacts of genetic modification. We examine the similarities and differences in identifications at multiple levels in these organizations, illustrating the value and, by implication, policy positions held simultaneously by individual organizational members, groups, and the organizations as collective entities. These positions also serve as points of reference in public discourse about genetic modification. Our empirically grounded, critical interpretive analysis reveals the roles played by employee identification and organizational identity formation in strategic communication and organizational issues management about controversial public policies. In these ways, the analysis makes important connections between “the organizational voice” typically represented in issues management and individual members’ identifications, and offers evidence for how the latter might be taken into account in the development of strategic communication.

Journal Article 5.2: Argenti, P. A. (2017). Strategic communication in the C-Suite. International Journal of Business Communication, 54(2), 146-160.

Abstract: This article explores the ways in which C-suite executives are using corporate communications to execute strategy. Over the past two decades, we have seen a profound shift in how leaders view communications within organizations. This shift has moved from a tactical and superficial focus (speech writing, media placements) to a more strategic and elevated level (developing and implementing strategy through communication, sophisticated measurement using big data to understand constituencies and influence reputation). Thus, the central research question in this article is focused on the following theme: “How do leaders use communications to execute strategy in the 21st century?” Through a review of current literature on the topic and synthesis of both published and newly conducted interviews, the article provides a snapshot of leadership communication in organizations today as it relates to the execution of strategy.

Journal Article 5.3: Vardeman-Winter, J., Tindall, N., & Jiang, H. (2013). Intersectionality and publics: How exploring publics’ multiple identities questions basic public relations concepts. Public Relations Inquiry, 2(3), 279-304.

Abstract: As a descriptive theory, intersectionality refers to individuals’ interdependent and simultaneous identities that affect how publics confront issues. In this article, we introduce an intersectional approach to publics that complements current segmentation strategies with publics. This article complements early efforts to study multiple identities by expanding the possibilities and realities of accessing and analyzing intersectionality within our intellectual and practical discipline. Also, this article attempts to make apparent possible taken-for-granted assumptions in the research and campaign design process. This approach helps researchers and practitioners to better understand the sociopolitical contexts of public relations communication relationships that lead to the construction of identities.