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This paper presents findings of a study in relationship management in public relations practice. As relationships are always changing, consultants and clients need to constantly adapt in order to develop relationship characteristics such as trust. This paper argues that, although trust is one component of consultant‐client relationships it is not the key element in public relations practice. In the Australian study reported in this paper, consultant‐client relationships were primarily conducted and managed as business‐tobusiness transactions where trust developed or declined according to the results and outcomes of project and programme management. The paper contends that trust can assist in the development and maintenance of relationships when understood and valued in the same way by clients and their public relations consultant. While this understanding remains unclear, trust will be connected mainly to outcomes and not to the development of relationships.

If innovation is to flourish in public relations, then creativity must be encouraged and nurtured because it is out of the process of creativity that innovation springs. In order to understand creativity in public relations consultancies, this paper examines its nature and the dynamics through which it is fostered or hampered. It attempts to answer two main questions: what is the nature of creativity, and how is it accommodated in public relations consultancies? Primary research consists of interviews and a focus group with public relations practitioners in small, medium and large global consultancies in London and the regions. Findings suggest that creativity is characterised by three dimensions: unconventionality, autonomy and risk. The manner in which consultancies organise and manage these determines the extent to which creativity is stimulated or stifled. The styles of management and the forms of organisation which accommodate creativity are primarily influenced by size, client expectations, and the individualistic nature of public relations practitioners. In studying work dynamics and the experiences of members of public relations consultancies, the paper makes a contribution to a field of research that is underdeveloped in both public relations and management literature.

Debate on evaluation of public relations has moved on to questions of value. How can value be placed on public relations services, and – practically – how can realistic fee levels be established for these services? These questions led to the study by the UK’s Public Relations Consultants Association reported in this paper. The study, of consultancy fee‐setting practices, and of client understanding of these practices, found that – in the UK – fee setting is imprecise. Fees are set according to a variety of rules. Rules may be set aside to win the opportunity to provide service, and overservicing – providing more service than budgeted for – is widespread. The study makes recommendations for introducing more order into fee setting, and suggests approaches to answering questions about the value of public relations services.

In Finland the use of public relations (PR) agencies and consultants in political decision making has increased in the last two decades. The development of the Finnish political realm has been similar to that of other Nordic countries where the PR industry has built a strong linkage to the political sphere. The present study analyses how Finnish PR consultants with a political background use and attempt to influence the news media as part of lobbying processes to advance their clients' causes. The chapter is based on 11 interviews with PR consultants that were conducted during November 2018. The main findings indicate that Finnish PR consultants consider the news media and journalists as an important part of lobbying. The media and journalists are considered supportive or alternative forums for advocacy and political debate. PR consultants use the media strategically to establish relationships and networks with journalists, and to advocate long-term political decision making and agendas. Overall, the study indicates that Finnish PR consultants want to be active political interpreters, who together with their clients engage in shaping the political agenda and discourses. This is done by taking advantage of previous political experience and networks, constructing the political agenda for media communication, organising a network of media representatives to influence and finally by framing political messages to the media.

This paper aims to investigate the conceptualisation of corporate communication management (CCM) and its dimensionality from the practitioners’ perspectives. It proposes to validate an operational definition and dimensions of the CCM construct, which have not been identified in the literature.

The initial concepts are based on academic literature and followed by 12 face-to-face interviews with corporate communication practitioners and consultants from Malaysia to confirm the practicality of each dimension. QSR Nvivo Version 9.0 software is used to analyse the qualitative data. Then, the data are classified through deductive content analysis based on key words or themes.

The diverse perspectives are shown from the practitioners and consultants on the dimensionality of CCM. Most of the interviewees suggest that CCM dimensions include corporate advertising, corporate affairs, investor relations and employee communication within the corporate communication and other departments. They also found the public relations and media relations are clearly under corporate communications manager’s supervision. This research confirms the concept of CCM and its dimensionality to operationalise the CCM construct. The CCM dimensions also offer opportunities for further research to develop the measurement scales.

This research contributes to the clarification on the subject matter by developing clear concepts of the CCM and by offering insights about the role of the CCM dimensions, which help managers to more successfully incorporate the CCM dimension into the corporate management strategy. This paper also examines the concept of CCM and confirms its dimensionality, which helps in developing the CCM measurement for further quantitative research.

This article addresses recent calls in the literature for advancing our understanding of public affairs consultants and their role conceptions. By testing and further exploring self-perceptions of public affairs consultants the study aims to offer new insight into how consultants define and view their occupational role.

The study draws on a nationwide survey with public affairs consultants in Sweden.

Four main role conceptions were identified (advocate, do-gooder, expert and intermediary). Further, the study tests how personal and professional characteristics correlate with different role conceptions, by viewing professional experience and consultants' selection of clients. Data also suggest that consultants' background in politics does not promote any specific role perception. Finally, the findings also show that how consultants choose clients is a divider in the industry, where some act as passive intermediaries while other take a more active role in their choice of clients.

The findings enhance our understanding of public affairs as a field, and specifically about the modelling of professional roles amongst consultants. The empirical results in this study show how contemporary role typologies needs to be extended to better capture the specificities of consultants' roles in public affairs. By addressing the issue of how consultants choose clients the study engages with the complex debate of whether consultants ought to act as objective or subjective agents and hence join the conversation on ethics in public affairs.

Public relations is variously defined: those within the PR sector tend to view their activities as having strategic and corporate impact, while many marketers classify PR as little more than a tactical ingredient of the promotional mix. This contrast is important, given marketers are heavy users of PR activity. This confusion has hindered the development of the PR profession and added to the blurring of exactly what constitutes PR. Contributes to this discussion by identifying the core constituents of public relations and the underlying driving forces. Through a holistic approach, examines “PR‐ness” at three different levels. Survey data were gathered from public relations consultancies in the UK. Exploratory factor analysis and confirmatory factor analysis were used to examine the responses of 297 public relations consultancies in England. As a result, the many driving forces within the PR domain have been identified and grouped into nine measurement scales of “PR‐ness”. These findings provide PR practitioners with a set of issues to address in order to progress the perceived professionalism of their activities and they offer a framework for assessing subsequent progress in this respect.

This paper examines the arrangements made for innovation, research and development in professional service firms, particularly management and public relations consultancies. The paper compares arrangements made in management and public relations consultancies, drawing on the experience of international management consultancies and public relations consultancies in the UK. The paper outlines some of the principles by which the processes of innovation, research and development are managed in professional service firms, and draws conclusions relating to practice development in public relations.

The public relations industry is aware of the need for research and evaluation. It has not kept up with the relevant research and technologies which can provide a wide range of powerful R&E solutions. A number of other disciplines are becoming expert at evaluating PR. The history of development of R&E solutions for the PR industry is one of excellent opportunities largely misunderstood and little used even by a number of evaluation vendors. Reviews some current practices and offers the application of new technologies to aid the development of effective corporate communication. The proposed technology can be drawn from content and semantic analysis research and search engine development, neural networks and data‐mining software. This combines to offer powerful and effective planning research and evaluation solutions in a period of transition from print to Internet public relations practice.

This paper identifies key forces influencing the degree of managerial public relations (MPR), i.e. the practice of public relations (PR) as a strategic tool.

Using survey data of nearly 300 PR consultants from English firms, the authors propose a conceptual framework of MPR and test it through structural equation modeling (SEM).

Findings reveal that research expenditure and importance given to qualifications are key antecedents of MPR. Surprisingly, while the direct effect of the perceived quality of PR graduates on the practice of MPR is non‐significant, the indirect effect through research expenditure is highly significant and negative.

Future research is encouraged to identify key drivers of MPR by investigating clients' perceptions on this topic. Such an approach would bring interesting guidelines for improving the agency‐client relationship as well as consultancies' performance. Research is also encouraged to investigate not only MPR antecedents, but also MPR outcomes.

From a practitioner perspective, a better comprehension of MPR might promote the understanding of PR as a strategic tool, the understanding of the client's problem from a strategic standpoint, the inclusion of research and evaluation in the PR process, and incursion in long‐term policies.

Following the principle of strategy‐environment co‐alignment, this paper shows that the practice of PR is a result of a strategic response by consultants to the interplay of internal and external forces over their consultancy firm.