Public Sector Communication: Closing Gaps Between Citizens and Public Organizations

344 Pages·2019·3.34 MB·English

by  Maria-Jose Canel

CONTENTS
Cover
Series Page
Title Page
Copyright
Part I:
Chapter 1: What Is Changing in Public Sector Communication?
1.1 The Change: Identifying the Gaps with Citizens
1.2 Framework for the Book
References
Chapter 2: What Is So Special about Public Sector Communication?
2.1 What Is the Public Sector?
2.2 Defining Public Sector Communication
2.3 Looking at Public Sector Communication from the Publicness Fan
References
Chapter 3: Fragile Public Sector Organizations
3.1 A Brief History of Public Sector Organizations' Development
3.2 Global Trends in Public Sector Management: An Overview
3.3 Is There a Need for Intangible Assets?
3.4 The Fragility of Public Sector Organizations
3.5 Expectations as a Cause for Public Sector Fragility
References
Chapter 4: Antifragile Communication: Closing the Gap through Intangible
Assets
4.1 Defining “Intangible Asset”
4.2 Types of Intangibles
4.3 Why Are Intangibles Different in the Public Sector?
4.4 Different Intangible Assets in the Public Sector
4.5 Avoiding Fragility through Intangible Assets
4.6 Intangible Assets in this Book
References
Part II:
Chapter 5: Satisfaction
5.1 What Is Satisfaction?
5.2 Experiences and Satisfaction
5.3 Why Should Public Organizations Care About Citizen Satisfaction?
5.4 Communication and Satisfaction
5.5 Measuring Citizen Satisfaction
5.6 Summary of Citizen Satisfaction
5.7 Case Study on Citizen Satisfaction
5.8 Route Guide to Building Citizen Satisfaction
References
Chapter 6: Organizational Culture
6.1 Organizations' Invisible Cultures
6.2 Defining Organizational Culture
6.3 What Benefit Does Organizational Culture Bring?
6.4 Public Sector Organizational Culture
6.5 Subcultures
6.6 Communication and Public Sector Culture
6.7 Changing Organizational Culture
6.8 Criticism of Organizational Culture
6.9 Summary of Organizational Culture
6.10 Case Study on Organizational Culture
6.11 Route Guide to Changing Organizational Culture
References
Chapter 7: Reputation
7.1 What Is the Logic behind Organizational Reputation?
7.2 How the Digital Environment Shapes Reputation
7.3 Organizational Reputation Defined
7.4 The Benefits of a Good Reputation
7.5 Public Sector Organizations and Reputation
7.6 Measuring Public Sector Reputation
7.7 Two Examples of Measuring Reputation
7.8 Summary of Public Sector Reputation
7.9 Route Guide to Building Organizational Reputation
References
Chapter 8: Legitimacy
8.1 Conferring Legitimacy upon Public Sector Organizations: What Does It
Mean?
8.2 The Legitimacy Judgment: What Confers Organizational Legitimacy in
the Public Sector?
8.3 Resources Generated by Legitimacy
8.4 Communication and Legitimacy Building
8.5 How Legitimacy Typologies Help Legitimacy Builders
8.6 Building Legitimacy
8.7 Critical Issues and Further Research
8.8 Summary of Legitimacy
8.9 Case Study on Legitimacy
8.10 Route Guide to Building Legitimacy
References
Chapter 9: Intellectual Capital
9.1 What Intellectual Capital Is About
9.2 Why is Intellectual Capital Needed?
9.3 What Resources Does Intellectual Capital Generate? Measuring
Intellectual Capital
9.4 Communicating Intellectual Capital
9.5 Critical Issues, Unanswered Questions, and Future Research
9.6 Summary of Intellectual Capital
9.7 Case Study on Intellectual Capital
9.8 Route Guide to Building Intellectual Capital
References
Chapter 10: Engagement
10.1 What Citizen Engagement Is About
10.2 Going Deeper into Public Sector Engagement
10.3 Why Is Engagement Needed?
10.4 Outcomes of Engagement: Calibrating Its Value as an Intangible
Asset
10.5 Building and Communicating Engagement
10.6 Summary of Engagement
10.7 Case Study on Public Sector Engagement
Links
10.8 Route Guide to Building Engagement
References
Chapter 11: Social Capital
11.1 Theory of Social Capital
11.2 What Kind of Value Does Social Capital Produce?
11.3 What Kind of Gaps Does Social Capital Help to Bridge?
11.4 Communicating Social Capital
11.5 What Does This Mean for Public Sector Organizations' Communication
Management?
11.6 Measuring Social Capital
11.7 Are All Networks Real?
11.8 Closing the Gap through Social Capital
11.9 Future Research on Social Capital
11.10 Summary of Social Capital
11.11 Case Study on Social Capital in the Public Sector
11.12 Route Guide to Building Social Capital
References
Chapter 12: Trust
12.1 Why Does Trust Matter? The Intangible and Tangible Value of Trust
12.2 What Is Trust?
12.3 Trust in the Public Sector
12.4 Sources of Trust: What Generates Trust in the Public Sector?
12.5 Other Intangible Assets as Causes of Trust
12.6 Trust and Communication: Building Trust
12.7 Critical Issues and Further Research
12.8 Summary of Trust
References
Chapter 13: Closing the Gaps
13.1 How Can We Close the Gap between Citizens and Public Sector
Organizations?
13.2 Expectations Management to Build Intangibles that Bridge Gaps
References
Index
End User License Agreement
List of Tables
Table 1.1
Table 2.1
Table 2.2
Table 4.1
Table 4.2
Table 4.3
Table 5.1
Table 6.1
Table 7.1
Table 8.1
Table 9.1
Table 10.1
Table 11.1
Table 12.1
Table 12.2
Table 13.1
Table 13.2
List of Illustrations
Figure 2.1
Figure 4.1
Figure 5.1
Figure 6.1
Figure 6.2
Figure 7.1
Figure 7.2
Figure 8.1
Figure 8.2
Figure 8.3
Figure 9.1
Figure 10.1
Figure 11.1
Figure 11.2
Figure 11.3
Figure 12.1
Figure 13.1
A comprehensive guide to future-proofing public sector communication and
increasing citizen satisfaction
How to communicate with the citizens of the future? Why does public sector
communication often fail? Public Sector Communication combines practical examples
from around the world with the latest theoretical insights to show how communication
can help bridge gaps that exist between public sector organizations and the individual
citizens they serve. The authors—two experts in the field with experience from the
public sector—explain how public entities, be they cities, governments, foundations,
agencies, authorities, municipalities, regulators, military, or government monopolies
and state owned businesses can build their intangible assets to future-proof
themselves in a volatile environment.
The book examines how the recent digitalization has increased citizen expectations
and why one-way communication leaves public sector organizations fragile. To explain
how to make public sector communication antifragile, the authors map contributions
from a wide variety of fields combined with illustrative examples from around the
world. The authors propose a research-based framework of different intangible
assets that can directly improve communication in the public sector.
This important resource:
Helps explain the sector-specific conditions and why communication is often
challenging in the public sector
Summarizes all relevant literature on the topic across disciplines and includes the
most popular management ideals of the recent decades
Explores how public sector organizations can increase citizen satisfaction with
effective communication
Presents new approaches to both the study and practice of communication in the
public sector
Provides international examples of successful public sector communication
Offers realistic guides to building intangible assets in practice
Written for advanced undergraduate and graduate students, as well as public
managers and leaders, Public Sector Communication offers an illustrative, research-
based guide to improving communication and engaging citizens of today and the
future.
María-José Canel, Complutense University of Madrid, Madrid, Spain
Vilma Luoma-aho, University of Jyväskylä, Jyväskylä, Finland
Public Sector Communication
Closing Gaps Between Citizens and Public
Organizations
María-José Canel and Vilma Luoma-aho
This edition first published 2019
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Library of Congress Cataloging-in-Publication Data: applied for
9781119135616 [Hardback]
9781119135579 [Paperback]
Cover Design and Image: © Vilma & Leo Luoma-aho;
(back cover image) © OnstOn/iStockphoto