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The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

With this paper we aimed to explore the matter of space as a physical expression of institutional logics. Following recent discussions on the role of materiality in organizational discourse, this study focused on spatial dimensions of institutional logics, namely, spatialized logics. Utilizing Lefebvre’s (1991) analytic distinction among three layers of space – conceived, lived, and perceived – we described the spatial expressions of distinct logics and the spatial relations among these logics. Drawing on a qualitative case study analysis of the world-renowned site of Jerusalem’s Western Wall, we argued that logics take form in space, logics get embodied in different layers of space, and matters of discursive commensurability and leakages also have spatial expressions. To exemplify these claims we undertook a qualitative case study analysis of Jerusalem’s Western Wall. The Wall is a 500-meter-long and two-millennia-old construction. We showed that, while in material and technical terms the Wall is a singular entity, three distinct logics occupy distinct sections along the Wall, and each of these logics reinterprets the materials and technicalities in distinct ways: religious, professional, and nationalistic. These three distinct spatialized logics get embodied in the conceived space (planning and policy of the site), perceived space (comments and opinions about the site), and lived space (behavior and social interaction at the site). Overall, by interjecting notions of materiality and space into the conversation about institutional logics, we demonstrated that in the physical layout of a space, logic cohesion, and interlogic commensurability literally become a “turf war.”

Croatian universities are autonomous from the government, but the majority of universities are financially dependent on the state. Croatian universities function as public authorities and often ignore communication with relevant publics, which indicates insufficient integration of communication activities into the universities' development plans, i.e. a lack of strategic communication as an essential tool for achieving the organisation's goals. Heide et al. emphasised the importance of the human element in communication management as ‘a move from organizations based on hierarchies, rules and close supervision to organizations built on loosely structured networks’ (Heide et al., 2018, p. 453). This chapter examines the usage of strategic communication at Croatian universities in 2018 and 2020–2021 and compares communication in 2020–21 during the COVID-19 pandemic with communication during non-crisis 2018. This chapter uses Hallahan et al.'s approach to strategic communication, who defined it as ‘the purposeful use of communication by an organisation to fulfil its mission’ (2007, p. 3). This case study of strategic communication of Croatian universities used the following research methods: (1) content analysis of universities web pages, (2) in-depth interviews with communication specialists from universities and (3) comparison of their communication during 2018 and 2020–2021. Conclusion is that communication of Croatian universities is not strategic and can hardly serve as a management function. Reasons for this situation indicate a lack of the social impact of the universities, i.e. lack of the Triple Helix model of the Croatian universities. This chapter is the first research of the usage of strategic communication at Croatian universities.

The time is right for renewed and updated attention to the relationship between public relations (PR) and human resources (HR) departments in the context of corporate social responsibility (CSR) and sustainability. For too long, conflict between the two practice areas has obscured opportunities for collaboration which benefits organizations and stakeholders. This chapter offers theoretical underpinnings for examining an interdepartmental, cross-unit working relationship between HR and PR – and advances a vision for why it is needed now.

Considering a macro view of business and higher education interactions, this chapter explores key facets for business interest in other organizations (e.g., other businesses and their social agendas, nonprofits, and higher education) and a trend toward the creation of signature programs, which allow most companies to focus efforts by highlighting Carroll's (1991) Pyramid of Corporate Social Responsibility and Jacoby's (1973) Three Models of Behavior of the Business Enterprise. This chapter also addresses ethical opportunities and problems.