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Communication ethics, this paper argues, is a discipline ready for application to communication management and is particularly relevant as we enter an “age of information”. With a moral foundation firmly set in the social and human sciences, communication ethics offers managers a means to face unpredictable futures with greater certainty and purpose. This paper outlines an approach in which all decision making and its communication are understood as having an ethical grounding. Such an application empowers managers to act with integrity across the spectrum of their varied communication roles: through management and internal communications, public affairs and marketing; in advertising, media and publishing, and in the use of information technology. Positioned independently from the professional bodies of communication, an interdisciplinary ethics offers practitioners skills and moral frameworks that can be shared across professions and used to compare and evaluate their practice. This paper concludes by presenting a model of communication ethics that individual managers can use to prescribe a more sensitive and dynamic human‐ethical environment.

This study is motivated to investigate the ethical challenges facing public relations professionals in today's digital communication environment. Specifically, the authors focused the research on the new ethical challenges in digital practice, the resources relied on when encountering ethical challenges and public relations professionals' efforts in seeking trainings on communication ethics.

An international online survey was designed and conducted in Canada and the USA. The final sample includes 1,046 respondents working full time in the profession of public relations and communication. In addition, the authors prespecified several demographic quotas in sampling design in order to recruit a more representative sample.

The research found nearly 60% of surveyed professionals reported that they faced ethical challenges in their day-to-day work, and there is a wide range of ethical challenges in digital practices. Results also revealed that professionals use various resources to deal with ethical issues. Those resources include ethical codes of practice of professional associations, ethical guidelines of their organizations and their personal values and beliefs. As common as experiencing ethical challenges, over 85% of surveyed professionals reported that they have participated in communication ethics training. However, only 30% of participants indicated that their ethics training took place in the past year.

The research provides solid evidence that the digital communication environment generates more ethical challenges, while it creates new ways of delivering content in corporate communications. Professional associations and organizations shall dedicate efforts in providing timely ethics training to PR professionals at all levels of leadership within and beyond corporate communications.

Recently, ethical leadership has become a widely studied research topic. Simultaneously, many studies have begun to emphasise the role of interpersonal communication competence (ICC) in successful leadership. However, there has been little discussion on the links between ethical leadership and leaders’ ICC. To address this research gap, this study aims to compare and combine the research traditions of ethical leadership and leaders’ ICC. The study is based on two literature reviews examining (a) ethical leadership (substudy 1; N = 27) and (b) leaders’ ICC (substudy 2; N = 18). The research questions are as follows: (a) How are the requirements of leaders’ ICC noticed in the literature of ethical leadership? (substudy 1) (b) How are the requirements of ethical leadership noticed in the literature of leaders’ ICC? (substudy 2) The findings reveal that (a) studies in ethical leadership rarely pay attention to leaders’ ICC and (b) studies in leaders’ ICC do not often discuss ethical aspects of ICC, at least explicitly. While a larger sample would have been preferred, the study contributes to previous research by addressing a research gap between ethical leadership and leaders’ ICC and suggests integrating these research traditions to better understand the nature of ethics and ICC in leadership. By promoting novel interdisciplinary research perspectives, the study provides a foundation for further research and development of (a) a competence-based approach to ethical leadership and (b) an ethics-focused approach to competent leadership communication.

This study sets out to understand the extent to which public relations practitioners use dissent tactics in the face of organizational unethical decisions, and to examine how organizational environment facilitates such dissent.

A web‐based survey was conducted with the assistance of the research team of the Public Relations Society of America (PRSA). A systematic random sample of 6,126 practitioners was drawn from the 2008 PRSA membership directory.

The results reaffirmed that “assertive confrontation” was the most frequently adopted tactic to resist an unethical organizational decision. Practitioners were more likely to confront management in an organization where top leaders do not support or exhibit ethical behavior. When an organization does not have an ethics code, practitioners were more likely to agitate others to oppose the unethical decision. Selective use of information and sabotage tactics were adopted when an organization does not value open communication.

The study was limited to practitioners in the USA, and the response rate was very low (4.02 percent).

As one of the grounding studies in public relations dissent, this research contributes to better understanding how public relations practitioners make an effort to promote organizational ethics by resisting unethical organizational decisions. The study also sheds light on the characteristics and nature of dissent in public relations, an important but little explored area in the field.

The aim of this paper is to give theoretical and empirical arguments for new forms of communication and structure of organizations within the media and information society. Organizations must legitimate their “licence to operate” through social discourses and stakeholder communication. Possibilities to institutionalize ethics within organizations and possible barriers to such a programme are analysed.

First, some theoretical arguments as to why mediatisation challenges organizations to prove ethical commitment are depicted, using a rights‐based and social contract approach. Second, empirical examples for structural and communicational barriers in Austrian companies show possible practical constraints.

Theoretical findings refer to the usefulness of applying business ethical models (especially rights‐based, and social contract models) to reorganize mediatised organizations. Empirical findings concern the lack of institutionalized ethics management in companies and the corresponding problem of “PR‐style” communication instead of stakeholder discourses.

The research reported in one section of the paper relies on the qualitative survey of 14 experts in different branches of the Austrian economy. While interviews can give a picture on how respondents understand the relevant research question and construct the respective reality, they are far from providing a representative picture of communicative ethical problems in mediatised organizations.

Practical consequences should be possible, if companies understand the mediatised and communicative nature of their relationship with society and stakeholders and therefore react to that challenge by building up reputation through ethics management.

The paper gives new insights to the important relationship between organizations and the public and shows how, e.g. enterprises can legitimate their business models and secure their long‐term existence. New empirical research concerns cases from Austrian companies.

Recent initiatives in business curricula have included emphases on global business communication and ethics. Combines these issues by comparing the ethical predisposition of business students in New Zealand and Singapore with their US counterparts. A sample of 373 students indicated that the students in the three countries generally hold high expectations for the behaviour of business. Of the 14 scenarios evaluated, only four exhibited significant differences between the two groups, i.e. USA compared with Singapore and New Zealand. In each of these four, students from New Zealand and Singapore expressed greater tolerance for the questionable business practice. However, there are several instances where Singapore is significantly different from the USA, but New Zealand is not. The relationship between ethics and business communication is well established, for instance ethical issues in advertising including Federal Trade Commission of the USA's concerns with advertising (and similar concerns elsewhere). Although this research was not designed to show this interconnection in an express manner, this relationship was borne in mind during the questionnaire design. The focus of this research is elsewhere but assumes that the interconnection is well understood.

The purpose of this paper is to analyze the ethics of a specific communication strategy to support the contention that ethics needs to be an integrated operational consideration in the corporate communication planning process rather than an afterthought.

Using the marketing communication strategy referred to as disease branding as a case‐in‐point, the “Five Pillars of Ethics for Public Communication” provide a framework for analysis of the need for making ethics an operational consideration in planning.

Communication strategies attempted by organizations today are subject to public criticism. Disease branding, a prime example, is paradoxically a “non‐branded” approach to marketing pharmaceuticals directly to consumers. Pejoratively referred to as disease‐mongering, this promotion of diseases rather than drugs neatly side‐steps the increasing criticism and even legal obstacles that face or threaten to face direct‐to‐consumer advertising of branded, prescription drugs. It is an innovative, non‐traditional tactic that has been enormously successful in widening markets for specific drug preparations. Application of the “Five Pillars” for ethical analysis finds that this strategy fails to meet the acceptable ethical standard in four out of five.

This study is limited to the application of one approach to ethical evaluation, although it is one that encompasses a number of widely accepted standards for practice.

An ethical analysis using the “Five Pillars” can be implemented by any corporate communication professional as a litmus test for determining the ethics of strategies under development during the operational planning process.

This paper fills a gap in the information available to corporate communication professionals about how to operationalize ethics.

The chapter focuses on how engaging undergraduate and graduate students at a metropolitan university through community-based experiential learning can help them make a difference in their personal relationships, in their workplaces and in their communities.

The chapter explores the University of Arkansas at Little Rock Department of Speech Communication’s integrated approach to undergraduate and graduate curriculum that focuses on four types of casing complex problems and making positive, ethical recommendations to make a difference. Specifically, the chapter explores how problem-based learning; service-learning; narrative ethnography; and research projects can be used as meaningful ways to case complex communication issues and to make ethical, theory-informed recommendations to not only do no harm but also affect positive change and promote social justice in students’ personal relationships, organizations, and communities.

Lessons learned from the programmatic approach are shared that include building a theoretical base for students to draw from, integrating case approaches into the curriculum, and engaging resistance and failure. Chapter recommendations promote using theory as a lever for learning, building meaningful relationships with stakeholders, and adopting a process orientation that embraces failure.

The chapter offers a review of four undergraduate courses and four graduate courses, with explicit applications of the four case approaches. Additionally, learning objectives, major assignment descriptions, and assessment approaches are detailed for each course.

Providing a framework for integrating aspects of externally directed corporate and marketing communication efforts, this paper makes a case for the communication of positive and credible ethical values as a potentially critical component in communications strategy and sustainable competitive advantage. Using an uncertainty‐reduction model adapted from the diffusion literature, it is suggested that appropriately communicated moral and ethical values can have a role in underpinning an organisation’s reputation and “trusted capacities”, thereby heightening confidence in likely future actions, offering a predictive mechanism for lowering uncertainty in market transactions, and facilitating a potential to trade by offering a rationale for an organisation’s secure market position. Underpinned by ethical principles, the paper proposes implications for the role of “reputation for trustworthiness” and its symbolic evocation. It is argued that a reputation can become accepted as a social “fact”, able to endure critical interrogation in its social environment.