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Most issue management practitioners and scholars accept that issue management has progressed substantially over 25 years, from primarily a reactive crisis prevention tool to a maturing strategic management discipline. But the terminology used within issue management to define the different management positions has not kept pace with that evolution. In fact some of the language used heavily influences responses to issues and limits the apparent framework of choice. This paper reviews some past efforts to develop appropriate terminology and proposes an alternative lexicon.

Aims to demonstrate the importance of reporting IS management constructs rather than reporting and ranking the individual management issues; determine whether the ratings of IS management factors differ across organizational and personal variables; and benchmark the position of Kuwait's results on dimensionality and determinants of IS management issues with that of other previous studies.

This field study considered only the opinions of the highest ranked executives of the IS functions within their organizations. A seven‐page structured interview guide was used for data collection. Principal component factor analysis was performed on the issue ratings in order to determine underlying IS management factors. Confirmatory factor analysis was performed to further assess how well the factors fit the issue data and to test the fit of the resulting factor model. Finally, t‐tests were performed to test whether the differences between factors were significant in order to demonstrate the discriminatory value of reporting IS management factor areas rather than individual issues.

The key IS management factors identified by IS managers are the effective management of IS resources such as data, networks and applications; and managers' knowledge of IS. This study also found that most situational variables including nationality are not associated with differences in IS management factor ratings. Thus, the survey results are consistent across different types of organizations and respondents. The exception is organization size and IS department size. Size differences can lead to different opinions on the relative importance of various IS management factors.

To demonstrate the importance of reporting IS management factors (constructs) as a benchmarking framework rather than reporting and ranking the individual management issues, and to use the derived conceptual benchmarking model to determine whether the ratings of IS management factors differ across organizational and personal variables.

The purpose of this paper is to assess the work of Howard Chase within the history of public relations, his role in the birth and development of issue management, and his relevance for contemporary practice.

Research for this paper draws heavily on the speeches and writings of Chase himself, both before and after the formal establishment of issue management, as well as commentary from key writers.

While Chase is widely acknowledged as the founder of issue management in 1976, his writings reveal that he saw this “new science” as only one part of a much broader restructuring of management design in which he positioned public policy and profit as corporate objectives of equal importance. Analysis confirms his work was innovative and of historical significance, but it has been increasingly outdated by evolution of the discipline he created.

Despite Chase's pioneering role, modern writing in the field usually cites little more than his definitions and his process model. This paper revisits his original concepts in their contemporary context, providing a fresh framework against which to properly assess his contribution.

Small and rural communities face severe fiscal constraints. Many factors affect governance in these localities. Because of this, a vital concern are the relationships between “Fiscal Stress” and other factors. Multivariate analysis techniques are utilized to examine these relationships based on data collected from a survey of West Virginia local public officials. The analysis showed that “Public Finance” and “Financial Management” factors affect Fiscal Stress while external factors, such as professionalism, population, and metropolitan status, have little to no impact on Fiscal Stress. Additionally, Public Finance and Financial Management issues are critical to explaining Fiscal Stress in small and rural governments and Fiscal Stress is critical in explaining Public Finance and Financial Management issues. However, the relationships are not of equal strength; Fiscal Stress and Public Finance influence each other more strongly than Financial Management factors.

This special “Anbar Abstracts” issue of the European Business Review is split into six sections covering abstracts under the following headings: Top management issues; Marketing and distribution; Personnel and training; Information management and technology; Operations and production management; Accounting and finance.

The purpose of this study is to explore how business-only corporate responsibility coalitions (CRCs) help member firms manage sustainability issues.

This conceptual analysis of business-only CRCs, using the literature on sensemaking and social issues management, explores how participation in CRCs enhances firms’ capabilities for sustainability issues management by improving their sensemaking competencies, abilities to choose and adapt issue responses and efficiency in implementing issue responses through better issue response mechanisms.

Business-only CRCs help firms with high as well as low levels of sustainability orientation better manage sustainability issues by carrying out the exploratory aspects of issues management: scanning, identifying and evaluating issues and proposing responses to issues.

The widely applicable, nonbinding and scripted responses proposed by CRCs allow participating firms a high degree of autonomy to choose and adapt their responses. However, firms must approach their CRC memberships with collaborative intent and high transparency to achieve these benefits.

Participation in CRCs can help scale up firms’ responses to sustainability issues through more efficient issues management processes that allow them to customize issue responses to their needs.

Research on the management of sociopolitical issues can be enriched if these issues are understood as collective, multilevel challenges rather than purely strategic issues faced by individual firms. This study contributes to the business collective action and issues management literatures by emphasizing the importance of collective management of sustainability issues and how it may improve firms’ capabilities for sustainability issues management.

The Project Management Body of Knowledge recommends the use of issue logs as a best practice to minimize the potential project cost and schedule growth. Although the broader topic of project control has been widely studied in the construction literature, the specific application of issue logs has remained relatively understudied. This study aims to analyze the extent and consistency with which construction teams utilize issue logs and the corresponding project performance outcomes.

A dataset of 5,635 individual issues was gathered from the final issue logs of 881 small building projects delivered via the design–bid–build method. Differences between groups were determined using the Kruskal–Wallis H test with post hoc testing via the Mann–Whitney U test with pairwise comparison.

The results showed that, on average, project teams who used issue logs to a greater extent achieved a 3.1 to 4.3% reduction in cost growth and a 5.3 to 12.3% reduction in schedule growth. This result shows that issue logs can be used to improve construction project performance in the areas of cost and schedule.

This result provides a contribution to practitioners, wherein project teams should be encouraged to establish their issue management practices early in the project schedule to encourage greater issue log usage for the remainder of the project.

The purpose of this paper is to describe the need to theorize firms’ involvement in social issues and propose the social issues management model as a framework for analyzing the communication processes underlying social issues management. An application of the new approach is illustrated through a brief case analysis.

The paper is conceptual and emphasizes theory building for firm’s involvement in social issues management.

The paper describes modifications to the general issues management model that can be adopted to reflect the social issues management process and contemporary digital media environments.

The paper can benefit theory and practice of social issues management by describing how specific communication strategies and digital media use may affect social issues management.

Because firms increasingly are motivated or urged by stakeholders to take stands on social issues, understanding how they can perform the role of social issue manager can enhance their potential for contributing to positive social change.

The paper provides a much needed update to the models of issues management used in strategic communication. The new model accounts for the increasing pressure on firms to address social issues and the role of digital communication channels in that process.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of this paper is to find out how issue management and media monitoring is exercised in the digital age to anticipate crises. More specifically, it was investigated how these practices differ across communication professionals, organizations, and sectors in the Netherlands. Organizations are nowadays confronted with a fast-changing environment. Anticipating dicey issues, being in control of the flow of messages, and managing various stakeholders on diverse channels becomes a primary concern for organizations these days.

The study relies on qualitative interviews with 17 communication professionals working in various industrial sectors in the Netherlands. Professionals were recruited from distinct organizations and from diverse sectors, including media, public affairs, technology, consultancy, municipality, lottery, oil/gas, cultural, insurance, and the financial industry. The interview data were analyzed by means of an inductive analysis and in-depth reading.

Practitioners seem to acknowledge the importance of issue monitoring. However, professionals differ with regard to their expertise in online media monitoring, depending on the sector they work for. Stakeholder mapping and the monitoring of competitors has been found to be crucial for issue management, but also to vary among large and small organizations. Eventually, monitoring in times of crises was seen indispensable. It also has the potential to empower practitioners within their organizations.

New technologies, external services, and automized monitoring processes have facilitated issue monitoring for professionals to a great extent, making it possible to analyze great amounts of data efficiently in short time and with fewer resources. Furthermore, the focus of media monitoring is increasingly moving toward the online sphere, including the active engagement of stakeholders. Eventually, the empowerment of practitioners through online monitoring practices in times of crises can be considered as a further step toward the positioning of communication professionals within the dominant coalition.