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Stakeholder expectations as foundation for public sector leg
Transcript of Stakeholder expectations as foundation for public sector leg
Citizens “form their overall satisfaction judgments in a way that reflects both their
performance perceptions and their prior expectations
. It therefore calls attention to the origins of and influences on expectations” (van Ryzin, 2007, 524).
Luoma-aho, Olkkonen & Lähteenmäki, 2013
Expectation management &
Born to be legitimate?
Ethical issues regarding public relations in the public sector
Euprera 2014 Panel: Born to be legitimate? Born to be legitimate? Ethical issues regarding public relations in the public sector
Individual experiences are often overlooked in public sector development (Pekkarinen et al., 2011)
"Experiences: slow, Bureaucratic, inefficient, trustworthy, complex" (Luoma-aho, 2008; Luoma-aho & Mäkikangas, 2014)
Negative reports more credible than positive (Chen & Lurie, 2013)
Intangibles as “core relationships” of individuals’ expectations, experiences and intentions that lead to increased benefits in society (Ostrom, 1998; 13-14).
Trust in others (generalized) is highligted in public sector institutions (Rothstein & Stolle, 2008)
Legitimacy: satisfied > dissatisfied ?
Euprera 2014, Brussels, Belgium, September
(Olkkonen & Luoma-aho, 2014a; 2014b; Luoma-aho, Olkkonen & Lähteenmäki, 2013)
Beliefs of what will or should happen, affecting how stakeholders make decisions (Golob, Jancic & Lah, 2009; Podnar & Golob, 2007)
Reference points, standards, mental models or prototypes (Grunwald & Hempelmann, 2010; Hallahan, 2001; Luoma-aho, Olkkonen & Lähteenmäki, 2013; Reichart, 2003).
Moral or cultural values and norms, legal demands, and general acceptability (Brønn, 2012; de Quevedo-Puente, de la Fuente-Sabaté, & Delgado-García, 2007)
Olkkonen & Luoma-aho, (2014) Public relations as Expectation management. Journal of Communication Management,
Choice architecture & Nudging? (Hanse, & Jespersen, 2013)
Practical case of collecting experiences & top management choice of Fit or fix (Luoma-aho, Olkkonen & Lähteenmäki, 2013)
to shape citizens behaviour/expectations OR is it
NOT to shape citizen behaviour and expectations?
Overview & expectations (Vilma Luoma-aho)
Reputation management (Chiara Valentini)
Legitimacy & neutrality (Maria-Jose Canel)
Public sector communication competencies emphasize
Public sector ethics: matter most on the organizational level (system)
In demand: persuation, behaviour,
, creativitity to survive on limited budgets
Public sector communication & ethics
Stakeholder expectations as foundation for public sector legitimacy ?
Vilma Luoma-aho, Matias Lievonen & Laura Olkkonen, JYU, Finland firstname.lastname@example.org @vilmaluo
Luoma-aho, V. (2009) Bowling together. Applying the theory of Social Capital to Public Relations. In Public Relations and Social Theory.