Page, Janis Teruggi (author / George Washington University) and Page, William S. (author / Mediawerks PR)
Format:
Book chapter
Publication Date:
2019
Published:
International
Location:
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 102 Document Number: D10903
Notes:
See also D10895, Pages 283-289 in Brigitta R. Brunner and Corey A. Hickerson (editors), Cases in public relations: translating ethics into action. Oxford University Press, New York City, New York. 359 pages., Traces the public relations efforts and impacts of Taylor Guitars, El Cajon, California, through collaboration with stakeholders involved in the production, forest preservation and use of an exotic wood, ebony. The firm assumed the role of guardian of the forest and operated "with the philosophy to use what the forest gives us." The approach involved changing the perception of what defined ebony.
11 pages., Online via publisher., Examined people's perceptions of their connection to nature as well as their ideas about what constitutes natural and unnatural environments. Results showed that even though the majority of the participants considered themselves part of nature (76.9%), natural environments were largely described as places absent from any human interference.
Available online at www.centmapress.org, Results showed that different segments of producers had distinctive purchasing behaviors. Specifically, analytic-oriented producers tended to focus on product performance and less on the relationship with suppliers when buying their inputs. They also tended to be loyal to input brands, rely less on dealers/retailers and salespeople, and they are willing to change suppliers more often than other producers. Intuitive-oriented producers valued more the relationship with the supplier and are interested in contacting the salesperson if they need a product. Balanced-oriented producers declared to be less loyal to brands, but were more stable in terms of not changing input suppliers frequently.
Available online at www.centmapress.org, This study distinguished five categories of inter-organizational network relations: very strong operational, strong sustainable, moderate social, weak innovative and very weak shared resources. The studied networks were characterized by strong activity and actor ties and weak resources bonds. "Specifically, the lack of shared resources might negatively influence the networks innovation and sustainable in the future."
