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CITU |
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20230222085056.0 |
| 007 - PHYSICAL DESCRIPTION FIXED FIELD--GENERAL INFORMATION |
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211027b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781119135630 |
| 041 ## - LANGUAGE CODE |
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| Language code of text/sound track or separate title |
eng. |
| 082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
352.384 |
| Edition number |
23 |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
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| Preferred name for the person |
Canel, María José. |
| Relator term |
author |
| 245 ## - TITLE STATEMENT |
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| Title |
Public sector communication : |
| Remainder of title |
closing gaps between citizens and public organizations / |
| Statement of responsibility, etc |
Maria-Jose Canel, Vilma Luoma-aho. |
| 264 #1 - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
Hoboken, New Jersey : |
| Name of publisher, distributor, etc |
Wiley-Blackwell, |
| Date of publication, distribution, etc |
2019. |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
1 online resource (x, 265 pages) ; |
| 336 ## - CONTENT TYPE |
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rdacontent |
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text |
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txt |
| 337 ## - MEDIA TYPE |
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rdamedia |
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computer |
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c |
| 338 ## - CARRIER TYPE |
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rdacarrier |
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online resource |
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cr |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc |
Includes bibliographical references and index. |
| 505 0# - CONTENTS |
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| Formatted contents note |
TABLE OF CONTENTS<br/>Part I 1<br/><br/>1 What Is Changing in Public Sector Communication? 3<br/><br/>1.1 The Change: Identifying the Gaps with Citizens 3<br/><br/>1.1.1 What Is Changing? 3<br/><br/>1.1.1.1 Change in Everyday Practice 3<br/><br/>1.1.1.2 Answering the Most Important Question 4<br/><br/>1.1.1.3 Changing Values? 5<br/><br/>1.1.2 Changes in Individuals: Citizens, Stakeholders, Customers, and Partners 5<br/><br/>1.1.2.1 Changes in Citizens’ Demands and Expectations 6<br/><br/>1.1.2.2 Citizen Communication Practices 6<br/><br/>1.1.2.3 Citizen Diversity 6<br/><br/>1.1.2.4 Changing Citizen Roles 7<br/><br/>1.1.3 The Traditional Gaps that Citizens Perceive When Assessing the Public Sector 7<br/><br/>1.1.3.1 Citizens Are from Venus, Public Authorities Are from Mars? 7<br/><br/>1.1.3.2 Gap 1: Speed: Bureaucracy versus Postbureaucracy 8<br/><br/>1.1.3.3 Gap 2: Privacy: Public versus Private Communication 8<br/><br/>1.1.3.4 Gap 3: Viewpoints: Process versus Answers 8<br/><br/>1.1.3.5 Gap 4: Context: Single Events versus General Attitude 9<br/><br/>1.1.3.6 Gap 5: Perceptions: Perception versus Performance 9<br/><br/>1.1.3.7 Gap 6: Roles: Obligations versus Rights 10<br/><br/>1.1.3.8 Gap 7: Media Use: Controlled versus Real Time 10<br/><br/>1.2 Framework for the Book 11<br/><br/>1.2.1 What Has Been Done on Public Sector Communication? 11<br/><br/>1.2.1.1 Earliest Works 11<br/><br/>1.2.1.2 Little Development despite the Relevance of the Topic 11<br/><br/>1.2.1.3 Nomenclature 12<br/><br/>1.2.1.4 Mapping Contributions from Different Fields to the Study of Public Sector Communication 12<br/><br/>1.2.2 The Three Pillars of this Book 16<br/><br/>1.2.2.1 The Intangible Nature of Public Sector Management 16<br/><br/>1.2.2.2 Knowledge for Practice, Practice for Knowledge 17<br/><br/> 1.2.2.3 Considering Public Sector Communication from an International Perspective 17<br/><br/>1.2.3 Plan of the Book 17<br/><br/>References 18<br/><br/>2 What Is So Special about Public Sector Communication? 25<br/><br/>2.1 What Is the Public Sector? 25<br/><br/>2.1.1 Initial Basic Definitions 25<br/><br/>2.1.2 Is This Public or Private? 26<br/><br/>2.1.3 Scholarly Approaches to Establishing Criteria of Publicness 27<br/><br/>2.1.4 The Rings of Publicness 28<br/><br/>2.1.5 The Publicness Fan 28<br/><br/>2.2 Defining Public Sector Communication 30<br/><br/>2.2.1 Mapping Scholarly Definitions 30<br/><br/>2.2.2 Some Insights from Practice 32<br/><br/>2.2.3 Our Definition of Public Sector Communication 33<br/><br/>2.3 Looking at Public Sector Communication from the Publicness Fan 33<br/><br/>2.3.1 Different Communication? 33<br/><br/>2.3.2 How Public Is This and Hence How Should Intangibles and Communication be Managed? 35<br/><br/>2.3.2.1 Funding and Profit 36<br/><br/>2.3.2.2 “Ownership” and “Employees” 37<br/><br/>2.3.2.3 Control and Accountability 38<br/><br/>2.3.2.4 Purpose and Values 39<br/><br/>References 40<br/><br/>3 Fragile Public Sector Organizations 45<br/><br/>3.1 A Brief History of Public Sector Organizations’ Development 45<br/><br/>3.2 Global Trends in Public Sector Management: An Overview 46<br/><br/>3.3 Is There a Need for Intangible Assets? 47<br/><br/>3.3.1 From New Public Management to New Public Service 47<br/><br/>3.3.2 From Management to Public Value 48<br/><br/>3.4 The Fragility of Public Sector Organizations 50<br/><br/>3.4.1 Distrust 50<br/><br/>3.4.2 Services and Experiences 51<br/><br/>3.4.3 Bureaucracy 52<br/><br/>3.4.4 The Political Dimension 52<br/><br/>3.4.5 A Tactical Approach 53<br/><br/>3.5 Expectations as a Cause for Public Sector Fragility 54<br/><br/>3.5.1 How Citizen Expectations Are Changing 54<br/><br/>3.5.2 Expectations through Experiences 56<br/><br/>3.5.3 Unmet Expectations 56<br/><br/>References 57<br/><br/>4 Antifragile Communication: Closing the Gap through Intangible Assets 65<br/><br/>4.1 Defining “Intangible Asset” 65<br/><br/>4.1.1 What Is an Intangible Asset About? 65<br/><br/> 4.1.2 Pinning Down Intangibility 66<br/><br/>4.1.3 The Features of an Intangible Asset 67<br/><br/>4.2 Types of Intangibles 67<br/><br/>4.2.1 Accounting Categorizations 67<br/><br/>4.2.2 Relationships and Perceptions as the Basis for Intangible Assets that Aim to Build Competitive Advantage 69<br/><br/>4.3 Why Are Intangibles Different in the Public Sector? 70<br/><br/>4.3.1 What Is the Value of Intangibility in the Public Sector? 72<br/><br/>4.3.2 Building Intangible Assets: Is It Possible? 73<br/><br/>4.4 Different Intangible Assets in the Public Sector 74<br/><br/>4.5 Avoiding Fragility through Intangible Assets 74<br/><br/>4.5.1 Antifragile Communication: Taking the Citizen Point of View 75<br/><br/>4.5.2 The Steps toward Antifragility 76<br/><br/>4.6 Intangible Assets in this Book 77<br/><br/>4.6.1 Definition of Intangible Asset in the Public Sector 77<br/><br/>4.6.2 Different Intangible Assets and the Relationships between Them 78<br/><br/>References 79<br/><br/>Part II 83<br/><br/>5 Satisfaction 85<br/><br/>5.1 What Is Satisfaction? 85<br/><br/>5.2 Experiences and Satisfaction 86<br/><br/>5.3 Why Should Public Organizations Care About Citizen Satisfaction? 87<br/><br/>5.4 Communication and Satisfaction 88<br/><br/>5.5 Measuring Citizen Satisfaction 89<br/><br/>5.5.1 The Purpose of Measuring 89<br/><br/>5.5.2 Do Measurement Tools from the Private Sector Suit the Public Sector? 91<br/><br/>5.6 Summary of Citizen Satisfaction 92<br/><br/>5.7 Case Study on Citizen Satisfaction 93<br/><br/>5.8 Route Guide to Building Citizen Satisfaction 96<br/><br/>References 97<br/><br/>6 Organizational Culture 101<br/><br/>6.1 Organizations’ Invisible Cultures 101<br/><br/>6.2 Defining Organizational Culture 103<br/><br/>6.3 What Benefit Does Organizational Culture Bring? 104<br/><br/>6.4 Public Sector Organizational Culture 105<br/><br/>6.5 Subcultures 106<br/><br/>6.6 Communication and Public Sector Culture 107<br/><br/>6.6.1 Gaps that Public Sector Culture Can Fix 107<br/><br/>6.6.2 What to Measure in Practice? 110<br/><br/>6.7 Changing Organizational Culture 110<br/><br/>6.8 Criticism of Organizational Culture 112<br/><br/>6.9 Summary of Organizational Culture 112<br/><br/>6.10 Case Study on Organizational Culture 113<br/><br/> 6.11 Route Guide to Changing Organizational Culture 116<br/><br/>References 117<br/><br/>7 Reputation 121<br/><br/>7.1 What Is the Logic behind Organizational Reputation? 121<br/><br/>7.2 How the Digital Environment Shapes Reputation 122<br/><br/>7.3 Organizational Reputation Defined 124<br/><br/>7.4 The Benefits of a Good Reputation 125<br/><br/>7.5 Public Sector Organizations and Reputation 126<br/><br/>7.5.1 Reputation in a Context of Lower Competition 126<br/><br/>7.5.2 Neutral Reputation as Ideal for Public Sector Organizations 127<br/><br/>7.6 Measuring Public Sector Reputation 128<br/><br/>7.7 Two Examples of Measuring Reputation 131<br/><br/>7.8 Summary of Public Sector Reputation 133<br/><br/>7.9 Route Guide to Building Organizational Reputation 135<br/><br/>References 136<br/><br/>8 Legitimacy 139<br/><br/>8.1 Conferring Legitimacy upon Public Sector Organizations: What Does It Mean? 139<br/><br/>8.2 The Legitimacy Judgment: What Confers Organizational Legitimacy in the Public Sector? 141<br/><br/>8.2.1 Achievements versus Procedures 141<br/><br/>8.2.2 Typologies of Legitimacy 141<br/><br/>8.2.3 Moral Legitimacy 142<br/><br/>8.3 Resources Generated by Legitimacy 143<br/><br/>8.4 Communication and Legitimacy Building 144<br/><br/>8.4.1 Being Acknowledged as Legitimate 145<br/><br/>8.4.2 Legitimacy Building as Sense Making 145<br/><br/>8.5 How Legitimacy Typologies Help Legitimacy Builders 146<br/><br/>8.6 Building Legitimacy 147<br/><br/>8.7 Critical Issues and Further Research 149<br/><br/>8.8 Summary of Legitimacy 151<br/><br/>8.9 Case Study on Legitimacy 151<br/><br/>8.10 Route Guide to Building Legitimacy 154<br/><br/>References 155<br/><br/>9 Intellectual Capital 159<br/><br/>9.1 What Intellectual Capital Is About 159<br/><br/>9.1.1 Definition 159<br/><br/>9.1.2 What Has Been Done So Far on Intellectual Capital in the Public Sector? 160<br/><br/>9.2 Why is Intellectual Capital Needed? 161<br/><br/>9.3 What Resources Does Intellectual Capital Generate? Measuring Intellectual Capital 163<br/><br/>9.3.1 What Does Intellectual Capital Tell Us About? The Dimensions of IC 163<br/><br/>9.3.2 Measuring Intellectual Capital in the Public Sector 164<br/><br/>9.4 Communicating Intellectual Capital 166<br/><br/>9.4.1 Does Communication Play a Role in the Acknowledgement of Intellectual Capital? 166<br/><br/>9.4.2 Intellectual Capital Management and Communication Management 167<br/><br/>9.5 Critical Issues, Unanswered Questions, and Future Research 168<br/><br/>9.6 Summary of Intellectual Capital 169<br/><br/>9.7 Case Study on Intellectual Capital 170<br/><br/>9.8 Route Guide to Building Intellectual Capital 174<br/><br/>References 175<br/><br/>10 Engagement 179<br/><br/>10.1 What Citizen Engagement Is About 179<br/><br/>10.1.1 Looking at Engagement from the Citizen Side 179<br/><br/>10.1.2 Engagement from the Organization Side: The Role of Public Administrations in Engaging Citizens 180<br/><br/>10.2 Going Deeper into Public Sector Engagement 181<br/><br/>10.2.1 Governmental Efforts to Involve Citizens 182<br/><br/>10.2.2 Deepening Engagement: The Coproduction Perspective 182<br/><br/>10.3 Why Is Engagement Needed? 185<br/><br/>10.3.1 The Context for an Increasing Concern with and Practice of Citizen Engagement 185<br/><br/>10.3.2 What Specific Gaps Does Engagement Help to Bridge? 185<br/><br/>10.4 Outcomes of Engagement: Calibrating Its Value as an Intangible Asset 186<br/><br/>10.4.1 A General Positive Assessment of the Impact of Engagement 186<br/><br/>10.4.2 More Mixed Evidence that Cannot Be Disregarded 187<br/><br/>10.4.3 Engagement Effects for the Organization: The Managerial Side 188<br/><br/>10.4.4 Benefit for Both Sides: The Cobenefit of Coproduction 188<br/><br/>10.5 Building and Communicating Engagement 189<br/><br/>10.6 Summary of Engagement 190<br/><br/>10.7 Case Study on Public Sector Engagement 191<br/><br/>10.8 Route Guide to Building Engagement 196<br/><br/>References 197<br/><br/>11 Social Capital 201<br/><br/>11.1 Theory of Social Capital 201<br/><br/>11.2 What Kind of Value Does Social Capital Produce? 203<br/><br/>11.3 What Kind of Gaps Does Social Capital Help to Bridge? 205<br/><br/>11.4 Communicating Social Capital 206<br/><br/>11.5 What Does This Mean for Public Sector Organizations’ Communication Management? 207<br/><br/>11.6 Measuring Social Capital 209<br/><br/>11.7 Are All Networks Real? 210<br/><br/>11.8 Closing the Gap through Social Capital 211<br/><br/>11.9 Future Research on Social Capital 212<br/><br/>11.10 Summary of Social Capital 213<br/><br/>11.11 Case Study on Social Capital in the Public Sector 213<br/><br/>11.12 Route Guide to Building Social Capital 216<br/><br/>References 216<br/><br/>12 Trust 221<br/><br/>12.1 Why Does Trust Matter? The Intangible and Tangible Value of Trust 221<br/><br/>12.2 What Is Trust? 223<br/><br/>12.2.1 What is Trust About? 223<br/><br/>12.2.2 Can There Be Trust in Public Sector Organizations? 224<br/><br/>12.3 Trust in the Public Sector 224<br/><br/>12.3.1 Political Trust, Public Trust, and Trust in Government 225<br/><br/>12.3.2 Trust in Public Administration 226<br/><br/>12.3.3 Going Beyond the Public Administration: Trust in the Public Sector 226<br/><br/>12.4 Sources of Trust: What Generates Trust in the Public Sector? 227<br/><br/>12.4.1 Demographics 228<br/><br/>12.4.2 Political Attitudes as Explainers of Trust 228<br/><br/>12.4.3 The Influence of Events Management 228<br/><br/>12.4.4 Performance as a Source of Trust 228<br/><br/>12.5 Other Intangible Assets as Causes of Trust 229<br/><br/>12.6 Trust and Communication: Building Trust 232<br/><br/>12.7 Critical Issues and Further Research 233<br/><br/>12.7.1 Is There a Trend of Decreasing Trust in Public Sector Organizations? 233<br/><br/>12.7.2 Debated Issues about Measuring Trust 235<br/><br/>12.8 Summary of Trust 236<br/><br/>References 237<br/><br/>13 Closing the Gaps 243<br/><br/>13.1 How Can We Close the Gap between Citizens and Public Sector Organizations? 243<br/><br/>13.1.1 Closing Gap 1: Speed: Bureaucracy versus Postbureaucracy 246<br/><br/>13.1.2 Closing Gap 2: Privacy: Public versus Private Communication 246<br/><br/>13.1.3 Closing Gap 3: Viewpoints: Process versus Answers 246<br/><br/>13.1.4 Closing Gap 4: Context: Single Events versus General Attitude 247<br/><br/>13.1.5 Closing Gap 5: Perceptions: Perception versus Performance 247<br/><br/>13.1.6 Closing Gap 6: Roles: Obligations versus Rights 247<br/><br/>13.1.7 Closing Gap 7: Media Use: Controlled versus Real Time 248<br/><br/>13.2 Expectations Management to Build Intangibles that Bridge Gaps 248<br/><br/>13.2.1 Concluding Remarks 252<br/><br/>References 253<br/><br/>Index 255 |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc |
A comprehensive guide to future-proofing public sector communication and increasing citizen satisfaction<br/><br/>How to communicate with the citizens of the future? Why does public sector communication often fail? Public Sector Communication combines practical examples from around the world with the latest theoretical insights to show how communication can help bridge gaps that exist between public sector organizations and the individual citizens they serve. The authors—two experts in the field with experience from the public sector—explain how public entities, be they cities, governments, foundations, agencies, authorities, municipalities, regulators, military, or government monopolies and state owned businesses can build their intangible assets to future-proof themselves in a volatile environment.<br/><br/>The book examines how the recent digitalization has increased citizen expectations and why one-way communication leaves public sector organizations fragile. To explain how to make public sector communication antifragile, the authors map contributions from a wide variety of fields combined with illustrative examples from around the world. The authors propose a research-based framework of different intangible assets that can directly improve communication in the public sector.<br/><br/>This important resource:<br/><br/>Helps explain the sector-specific conditions and why communication is often challenging in the public sector<br/>Summarizes all relevant literature on the topic across disciplines and includes the most popular management ideals of the recent decades<br/>Explores how public sector organizations can increase citizen satisfaction with effective communication<br/>Presents new approaches to both the study and practice of communication in the public sector <br/>Provides international examples of successful public sector communication <br/>Offers realistic guides to building intangible assets in practice<br/>Written for advanced undergraduate and graduate students, as well as public managers and leaders, Public Sector Communication offers an illustrative, research-based guide to improving communication and engaging citizens of today and the future. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Communication in public administration. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Political science |
| General subdivision |
Public Affairs & Administration. |
| 655 #0 - INDEX TERM--GENRE/FORM |
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| Genre/form data or focus term |
Electronic books. |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Luoma-aho, Vilma, |
| Dates associated with a name |
1977- |
| Relator term |
author |
| 856 ## - ELECTRONIC LOCATION AND ACCESS |
|---|
| Link text |
Full text available at Wiley Online Library Click here to view |
| Uniform Resource Identifier |
https://onlinelibrary.wiley.com/doi/book/10.1002/9781119135630 |
| 942 ## - ADDED ENTRY ELEMENTS |
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| Source of classification or shelving scheme |
|
| Item type |
EBOOK |