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This research solicits the opinions of the residents of the Keçiören district of Ankara, Turkey, in order to learn their preferences about their local postmodern environment where the municipality forces all contractors and architects to adhere to strict planning laws requiring Turkish folk and Islamic architectural references. The Municipality of Keçiören, as an agent of civil power, manages the architectural and urban transformation of the area from a district formerly composed of squatter housing to one comprised of, in the words of Robert Venturi, “decorated sheds,” in an effort to create a different looking environment rich in nostalgia and excitement. In this research, a total of 7 different sets of apartment façades were analyzed, with each set comprising three examples each of minimum complexity (representing the former condition of the district), intermediate complexity (representing “high” architecture designed by an architect, which does not exist in the district) and maximum complexity (representing the present postmodern condition of the district). The main hypothesis of the study was that preference rates would be high for intermediately altered “high style” houses by showing the existence of a U-shaped relationship between preference and complexity. That is, façades representing an intermediate level of complexity would be favored over less complex and more complex façades. It was also assumed that there would be a difference in the ratings of different age groups. A questionnaire was carried out with 50 adults (aged 30-45) and 50 high school students (aged 18-20) of Keçiören, who were asked to rate a total of 21 photographs from 7 apartment complexes with the help of a five-point semantic differential scales under three headings: preference, complexity and impressiveness. The results proved the existence of a U-shaped relationship between preference and complexity. On the other hand, younger respondents, compared to older respondents, gave more favorable ratings to the physical qualities of the photographed buildings.

This study aims to examine the effect of publics' legitimacy evaluations on Arthur W. Page's conceptualization of “reasonable freedom of action” by breaking it into two parts: (1) perceived organizational autonomy and (2) trust in the organization.

This study conducted an online experiment using a 2 (legitimacy: low, high) × 2 (legitimacy type: institutional, actional) between-subjects design. Measured variables included perceived organizational autonomy and trust.

Organizations acting in their own self-interest while ignoring community norms and expectations were perceived to be exercising higher levels of organizational autonomy and have lower levels of trust. The interaction between legitimacy type and level had an effect on perceived organizational autonomy and trust.

Public's view their relationships with organizations from a perspective that prioritizes responsibility and conformity to community norms and expectations. Also, organizations have more to lose by acting in their own self-interest to resolve institutional legitimacy concerns and more to gain by handling them in a way that includes the public interest than when they are managing an actional legitimacy situation.

Societal norms, values and beliefs, which may have accommodated, or even supported, an organization's approach to doing business in the past, can change over time, calling into question an organization's legitimacy and its ability to operate in the public interest. As a result, organizational leaders need the Chief Communication Officer to help them understand current societal norms, values and beliefs.

This study addresses a core assumption of the organization–public relationship paradigm that has not yet been studied empirically. It also expands the understanding of organizational autonomy from a public perspective and examines the effect of legitimacy on organizational autonomy and trust.

William Blackwood, the founder of the firm of the name, saw service in Edinburgh, Glasgow, and London before opening in 1804 as a bookseller at 64 South Bridge, Edinburgh. Blackwood continued in his bookselling capacity for a number of years, and his shop became a haunt of the literati, rivalling Constable's in reputation and in popularity. His first success as a publisher was in 1811, when he brought out Kerr's Voyages, an ambitious item, and followed shortly after by The Life of Knox by McCrie. About this time he became agent in Edinburgh for John Murray, and the two firms did some useful collaborating. Blackwood was responsible for suggesting alterations in The Black Dwarf, which drew from Scott that vigorous letter addressed to James Ballantyne which reads: “Dear James,—I have received Blackwood's impudent letter. G ‐ d ‐ his soul, tell him and his coadjutor that I belong to the Black Hussars of Literature, who neither give nor receive criticism. I'll be cursed but this is the most impudent proposal that was ever made”. Regarding this story Messrs. Blackwood say: “This gives a slightly wrong impression. Scott was still incognito. William Blackwood was within his rights. He was always most loyal to Scott.” There has been some controversy as to the exact style of this letter, and it has been alleged that Lockhart did not print it in the same terms as Sir Walter wrote it. Blackwood came into the limelight as a publisher when he started the Edinburgh Monthly Magazine in 1817, which was to be a sort of Tory counterblast to the Whiggish Edinburgh Review. He appointed as editors James Cleghorn and Thomas Pringle, who later said that they realised very soon that Blackwood was much too overbearing a man to serve in harness, and after a time they retired to edit Constable's Scots Magazine, which came out under the new name of The Edinburgh Magazine and Literary Miscellany. [Messrs. Blackwood report as follows: “No. They were sacked—for incompetence and general dulness. (See the Chaldee Manuscript.) They were in office for six months only.”] Blackwood changed the name of The Edinburgh Magazine to Blackwood's Edinburgh Magazine, and became his own editor, with able henchmen in John Wilson, Christopher North, John Gibson Lockhart, and James Hogg as contributors. It was a swashbuckling magazine, sometimes foul in attack, as when it told John Keats to get “back to the shop, back to plaster, pills, and ointment boxes”. Lockhart had a vigour of invective such as was quite in keeping with the age of Leigh Hunt, an age of hard‐hitting. The history of Blackwood in those days is largely the history of the magazine, though Blackwood was at the same time doing useful publishing work. He lost the Murray connexion, however, owing to the scandalous nature of some of the contributions published in Maga; these but expressed the spirit of the times. John Murray was scared of Blackwood's Scottish independence! Among the book publications of Blackwood at the period we find Schlegel's History of Literature, and his firm, as we know, became publisher for John Galt, George Eliot, D. M. Moir, Lockhart, Aytoun, Christopher North, Pollok, Hogg, De Quincey, Michael Scott, Alison, Bulwer Lytton, Andrew Lang, Charles Lever, Saintsbury, Charles Whibley, John Buchan, Joseph Conrad, Neil Munro—a distinguished gallery. In 1942 the firm presented to the National Library of Scotland all the letters that had been addressed to the firm from its foundation from 1804 to the end of 1900, and these have now been indexed and arranged, and have been on display at the National Library where they have served to indicate the considerable service the firm has given to authorship. The collection is valuable and wide‐ranging.

HIS holidays over, before the individual and strenuous winter work of his library begins, the wise librarian concentrates for a few weeks on the Annual Meeting of the Library Association. This year the event is of unusual character and of great interest. Fifty years of public service on the part of devoted workers are to be commemorated, and there could be no more fitting place for the commemoration than Edinburgh. It is a special meeting, too, in that for the first time for many years the Library Association gathering will take a really international complexion. If some too exacting critics are forward to say that we have invited a very large number of foreign guests to come to hear themselves talk, we may reply that we want to hear them. There is a higher significance in the occasion than may appear on the surface—for an effort is to be made in the direction of international co‐operation. In spite of the excellent work of the various international schools, we are still insular. Now that the seas are open and a trip to America costs little more than one to (say) Italy, we hope that the way grows clearer to an almost universal co‐working amongst libraries. It is overdue. May our overseas guests find a real atmosphere of welcome, hospitality and friendship amongst us this memorable September!

The purpose of this paper is to understand the extent to which dominant coalition members’ values and perceptions influence their perceptions of public relations participation in organization-level decision making. Research in this area has largely focussed on the relationship between practitioner roles and decision-making inclusion.

The population of interest was dominant coalition members of for-profit, government, and nonprofit organizations in the USA. Data were collected through a national survey to a nonrandom sample of 201 dominant coalition members.

Results indicate that dominant coalition members’ values of organizational openness to the environment and perceived substantive autonomy of the organization positively predicted perceptions of public relations participation in organizational decision making. Perceived manager role potential of the public relations department also had significant predictive power.

While research has focussed primarily on the characteristics that public relations practitioners can develop to earn a seat at the management table, little is known about the characteristics of dominant coalition members that influence whether or not a seat is made available or the degree to which public relations is perceived to participate in decision making.

The Minimal‐input Cataloguing System which is under development at Loughborough University of Technology Library, has had a number of modifications made to the original plans and a new report is to be prepared. Meanwhile, it would seem appropriate at least to outline the aims, nature and present status of the system.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

It is assumed that most major corporations have social media all sewn up. First appearing in the early 2000s, they presented a free, engaging way for corporations to connect with their customers and other stakeholders. However it soon became clear that they did not just represented a huge risk to firms, but also that in order to get the most out of them, they had to adopt certain strategies as part of en effective marketing plan.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to examine the omission of Indigenous narratives in battlefields and sites of conflicts while also highlighting how certain battlefields and sites of conflicts have attempted to address dissonant heritage by diversifying interpretation strategies and implementing elements of collaborative management approaches, thereby addressing Indigenous erasure.

The study uses a content analysis, field studies and case studies to examine dissonant heritage in warfare tourism sites involving Indigenous peoples in Australia and North America.

The content analysis reveals that aboriginal erasure is still prevalent within the literature on warfare and battlefield tourism. However, the case studies suggest that dissonant heritage in warfare tourism is being addressed through collaborative management strategies and culturally sensitive interpretation strategies.

The content analysis is limited to tourism journals. The case studies highlight sites that are using adaptive management and integrating Indigenous peoples.

The study of dissonant heritage and warfare tourism, while relatively young, is beginning to address aboriginal erasure and cultural dissonance; this study is a contribution to this area of research.

Addressing the impacts of aboriginal erasure and heritage dissonance in colonial settings heals the hurts of the past, while empowering communities. It also provides Indigenous communities with opportunities to diversify current tourism products.

This is a collaborative international paper involving Indigenous and non‐Indigenous scholars from Australia, Canada, and the USA.

The purpose of this paper is to explore the communication strategies corporations adopt for Facebook and/or Twitter, and the consistency of communication strategies used on both Facebook and Twitter.

A content analysis of 2011 Fortune 1000 corporate Facebook and Twitter sites was undertaken. Specially, communication strategies on 63 Fortune 1000 Facebook sites and 65 Fortune 1000 Twitter sites in January 2012 were examined.

This study found that a majority of the examined Fortune 1000 companies emphasized a corporate ability communication strategy over a corporate social responsibility communication strategy on their Facebook and Twitter sites. Additionally, none of these companies used a true hybrid strategy on their social media sites (SMSs). Results also demonstrated that these companies were following the one message principle of integrated communication.

This study is limited to its samples size and the coding time frame.

Results of this study can help public relations and corporate communication professionals leverage multiple SMSs to build strong associations, improve engagement, and strengthen relationships with target stakeholders.

Through examining corporate communication strategies on SMSs, this study contributes to current social media research along with corporate communication/public relations scholarship. It replicated and extended prior work by examining how existing corporate communication strategies on traditional web sites were incorporated into two new mainstream media – Facebook and Twitter.