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Numerous core concepts in the field of strategic management lack a clear definition or receive relatively little attention in most traditional strategic management classes with the concept of “implementation” being chief among them. The authors explore and describe one of the most important steps of implementation, the strategic plan launch project. It is the first impression that stakeholders have of what changes the company will be making to its business model, which businesses or departments will receive increased or decreased financial support, and the sense of urgency and prioritization the company is attaching to its new program.

Based on extensive executive and consulting experience, plus a review of existing scholarly literature, a seven-step model is described and explained that includes best practices for the final steps of formulation through the initial phase of implementation.

The authors could not find any academic literature on how companies finish the formulation process and transition into an efficient and effective deployment of the plan. It is critical to clarify at least two kinds of budgets and clearly designate authorities prior to gaining board approval. Thereafter, a well-developed dissemination and launch project is necessary for clear communication of strategic intent and objectives.

This paper fills in a critical gap in scholarly literature while providing practitioners with a foundational model to help organize and monitor the successful launch of a new organizational strategy.

The purpose of this paper is to explore how public relations (PR) professionals develop co-narratives with legal counsel when formulating crisis communication strategies. Understanding how PR practitioners work with their legal counterparts may help lead to more advanced and effective PR practice in the area of crisis communication and management. The authors attempt to do so in this study through interviews conducted with PR practitioners in two Asian countries – South Korea and Singapore.

In total, 11 semi-structured interviews with PR consultants, 6 in Korea and 5 in Singapore were conducted between May and August 2016. Data analyses revealed key points of interest for PR practice.

First, PR consultants in both countries reported increased collaboration with legal counsel in times of crisis. Second, PR consultants report that legal professionals have begun to realize the significance of winning in the court of public opinion. However, the process by which PR–legal collaboration takes place to develop co-narratives followed extremely different patterns in the two countries.

This exploratory study is not exempt from limitations. The findings from this study may not be applicable to other countries. As data collection in both countries relied on snowball sampling techniques, the participants in the interviews may not be representative of PR consultants in South Korea and Singapore. E-mail interviews had limitations due to their lack of richness and details compared to other forms of interviews (i.e. face-to-face or Skype interviews). However, computer-mediated interviews including e-mail interviews can still create good level of understandings about the phenomenon in question.

This study was an attempt to understand PR–legal collaboration particularly in times of crisis and contribute to the development of Asia-centric models of PR practice. There has been little research that explores how legal and PR counsels actually collaborate to devise optional crisis communication strategies for their clients (or organizations) in the times of crisis. Given that crisis communicative strategies have been shown to affect publics’ perceptions of an organization’s credibility and trustworthiness, it is important to understand how PR work with legal practitioners to develop co-narratives for optimal crisis management, and understand how their different professional perspectives, practices, and approaches affect the collaboration.

The purpose of this paper is to explore the propositions of activism and prosocial public relations that an organization will engage in non-confrontational (prosocial) public relations and negotiation by building up internal resources, reaching out to target publics, and making connections to a cause to gain visibility and support.

This study was a single embedded case study that explored the public relations and communication tactics of a non-profit organization (NGO).

Observations from the case study support the proposition. This study begins to establish some of the public relations methods of how a successful prosocial NGO can successfully engage its publics through activism and negotiation.

A single embedded case study is not generalizable to a population but is generalizable to theory so it is trustworthy and replicable when using a similar organization studying the same concepts in this paper.

An organization can reach out to publics through publicity, promotion, and information to raise the visibility of the organization and encourage active participation. The organization increased support for its cause and helped to establish the reputation of the organization as a legitimate, trustworthy and effective establishment. The study further uncovered nurturing relationships as an additional fourth element to the process of prosocial public relations.

Activism, prosocial public relations and negotiation in corporate communications and in this case a non-profit can apply to increase well-being and society conditions.

This study is the only one of its kind to apply activism, prosocial public relations and negotiation theory to a practical case using a non-profit entity.

As part of the Government’s drive for responsive, high quality public services, the 1999 White Paper on Modernising Government suggested that the public service must become a learning organisation. Yet the application of the learning organisation ideal in public sector organisations is viewed in the literature as significantly constrained by a number of factors, including the obligation for public accountability. The research reported here sought to assess the feasibility of the learning organisation ideal for Civil Service organisations by devising and applying a measure comprising seven dimensions of organisational behaviour, drawn from the learning organisation literature, with an eighth dimension of “notions of accountability”. In 1996 all Civil Service organisations were placed under an injunction to achieve accreditation as Investors in People (IIP). The research offered an opportunity to assess the extent to which striving for this contributes to progress towards the learning organisation ideal.

The General Information Management (GIM) system defined in this paper is designed to: (1) be information independent; (2) be logically data independent (it is therefore question type independent); (3) honor requests for information in small and bounded search times; (4) provide a security system that is foolproof, virus proof and easy to use; (5) be economical and efficient in the use of memory and data communication systems; and (6) be modular in design to function in distributed or standalone environments. The basis of the GIM system is a context free language or data structure, called JOBLIST, and a simulated communications network, called SOLID. Queries, converted to JOBLIST, directly describe the information paths in SOLID that terminate with the location(s) of the referenced information. There is no directory. A proof‐of‐principle prototype has established that the JOBLIST/SOLID system fully meets the above specifications.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.