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Stakeholder expectations as foundation for public sector leg

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Vilma Luoma-aho

on 8 April 2015

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Transcript of Stakeholder expectations as foundation for public sector leg

Dissatisfaction is not always due to poor performance, but in fact could be due to too high expectations (James, 2007)
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).
Expectations
Luoma-aho, Olkkonen & Lähteenmäki, 2013
Expectation management &

Ethics?
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
Sector
Reputation
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 ?

Private
sector

NGOs
Public Sector
Euprera 2014, Brussels, Belgium, September
Expectations
(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)
Is it
ethical
to shape citizens behaviour/expectations OR is it
unethical
NOT to shape citizen behaviour and expectations?
reputation
CONSUMER
CITIZEN
Panel Agenda:
Overview & expectations (Vilma Luoma-aho)
Reputation management (Chiara Valentini)
Legitimacy & neutrality (Maria-Jose Canel)
Discussion (yo'all)
Public sector communication competencies emphasize
engagement
and
collaboration
(Gregory, 2008)
Public sector ethics: matter most on the organizational level (system)
In demand: persuation, behaviour,
influence
, 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 vilma.luoma-aho@jyu.fi @vilmaluo
Luoma-aho, V. (2009) Bowling together. Applying the theory of Social Capital to Public Relations. In Public Relations and Social Theory.
Full transcript