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This paper refines the Digital Media–Arena (DMA) framework to address the diversity of stakeholders contributing to the production, (re)appropriation and (re)distribution of organisational messages in digital environments. It also presents a case analysis for the purpose of demonstrating the applicability of the revised conceptual framework to a critical situation.

Grounded in key public relations, corporate communication and strategic communication research, this study first extends the DMA framework by introducing six new forms of media-arenas. Next, the study takes a public sector perspective to analyse the revised framework against a critical situation involving the Finnish prime minister in summer 2022.

The application of the revised DMA framework to analyse the critical situation shows the importance of mapping and understanding diverse discourses across multi-arenas and their communication role in a rapidly unfolding scandal surrounding the prime minister of Finland. Findings also reveal the diversity of stakeholder voices forming their own versions of organisational messages and sometimes converging organisational messages within and across DMAs.

The DMA framework can offer practical suggestions to guide communicators to make strategic choices in what, where, how and with whom they can communicate.

The revised DMA framework contributes expanding the field's knowledge of the strategic communicative use of the digital environment in typically highly volatile and multi-vocal situations by offering instrumental understanding of the conflicting challenge between subjugating and liberating organisational messages across the digital spectrum.

This chapter adds to emerging research exploring the construct of joy by drawing attention to the value of more loving stakeholder relationships. Relationship management research has focussed attention on the antecedents, outcomes and quality of an organization's relationships with various publics and stakeholders and has examined strategies that can nurture these relationships. However, not much of this research has addressed intimacy and passion in these relationships.

Accordingly, this chapter draws on the theory of brand love developed in relationship marketing research and the theory of love from psychological research to build a theoretical framework of organization–stakeholder love (OSL) that can be applied to organizational relationships with publics and stakeholders. An OSL framework switches emphasis from how organizations can attract stakeholder affection (e.g., love) towards organizations to how organizations can and should love their stakeholders. The proposition put forward in this chapter is that OSL can and should become a driving force behind organizations' interactions with stakeholders, thus contributing to ethical public relations practices.

OSL is important because it has the potential to contribute to addressing public relations' image problems (e.g., relating to terms such as spin and corporate greenwashing); it offers a new love orientation that guides organizations towards a focus on the primacy of stakeholder needs and values, which in turn may shape the way organizations initiate and manage relationships with stakeholders. This chapter concludes with practical ways to implement OSL and a research agenda suggesting ways OSL may open up new research opportunities in public relations.

This chapter identifies, defines and explores four news media roles of conduit, facilitator, mediator and political actor through which the media participate with corporate, social and political actors in agenda-building processes. The framework of the media’s four agenda-building roles sheds light on how the news media perform their various roles as well as how other actors, such as organizations and media audiences, are able to mobilize the media performing these roles. This framework helps explain how and why media roles affect the way actors are able to influence the media agenda with the intention of shaping the public agenda.

This chapter examines cultural value creation through the 24 Carrot Gardens Project. Initiated by artist and curator Kirsha Kaechele of the Museum of Old and New Art, the vision of 24 Carrot Gardens is to ‘sow seeds of lifelong learning’ in the areas of health, well-being and sustainability across school communities in Tasmania, Australia. What has eventuated over its five years is a complex relationship between the artful ‘gold standard’ delivered by professional artists and a contemporary art museum with an integrated teaching and site-based learning across the arts and sciences. Designed in response to the local environmental, cultural and socio-economic context, 24 Carrot Gardens has contributed to a growing sense of community engagement, interdisciplinary learning and a strong foundation of networked donor investment. With these multilayered interests across a diversity of stakeholders and partnerships, many competing systems of value are at play, with the potential to contribute a new value creation. Firsthand accounts of project contributors are situated amongst the scholarly literature to produce an examination of value exchange and creation including the cultural values identified in 24 Carrot Gardens: artistic and creative, economic and industrial and education and environmental. Following this interrogation of the expressed values in this case study, we offer a foundation for a new framework for understanding local cultural value.

The purpose of this paper is to explore the professional biography of Ethel A. Stephens, examining her career as an artist and a teacher in Sydney between 1890 and 1920. Accounts of (both male and female) artists in this period often dismiss their teaching as just a means to pay the bills. This paper focuses attention on Stephens’ teaching and considers how this, combined with her artistic practice, influenced her students.

Using a fragmentary record of a successful female artist and teacher, this paper considers the role of art education and a career in the arts for respectable middle-class women.

Stephens’ actions and experiences show the ways she negotiated between the public and private sphere. Close examination of her “at home” exhibitions demonstrates one way in which these worlds came together as sites, enabling her to identify as an artist, a teacher and as a respectable middle-class woman.

This paper offers insight into the ways women negotiated the Sydney art scene and found opportunities for art education outside of the established modes.

A Principal's decision to change the “graded” organization of pupils in a large primary school in New South Wales forms the basis for this report. Using the Clark and Guba classification of processes related to and necessary for change in education, the Principal enlists the co‐operation and collaboration of teachers to change the existing form of grading. The decisions to innovate and the types of innovation to be adopted are made within the framework of a permissive organizational climate. Decision making is identified as the key factor in the process of innovation. Suggestions are made for its inclusion in the Clark and Guba model.

While much attention has recently been focused on the problems facing Internet start‐ups, the challenge of e‐business affects a much broader constituency of organisations. For established companies, the key challenge is one of change. Such companies must rethink fundamental aspects of company strategy, which may lead to a radical overhaul of existing ways of doing business, with company structure and culture becoming much more customer‐focused. Resistance at all company levels may need to be overcome, with a need to build commitment and consensus around e‐business strategies. However, companies must also deal with a paradox in e‐business change. As the “dot.com” crash showed, there are many strengths in “bricks and mortar” companies. Evolving a new business model based around “e‐enablement” must therefore avoid the “baby and bathwater syndrome”. Only by recognising and rising to these challenges and dilemmas, and devoting sufficient time, resources and expertise to them, will companies make a success of their e‐business ventures.

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.