001431529 000__ 03895cam\a2200553\i\4500
001431529 001__ 1431529
001431529 003__ OCoLC
001431529 005__ 20230308003240.0
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001431529 008__ 220916s2022\\\\gw\a\\\\ob\\\\000\0\eng\d
001431529 019__ $$a1343196698$$a1344542263
001431529 020__ $$a9783658368180$$q(electronic bk.)
001431529 020__ $$a3658368187$$q(electronic bk.)
001431529 020__ $$z9783658368173
001431529 020__ $$z3658368179
001431529 0247_ $$a10.1007/978-3-658-36818-0$$2doi
001431529 035__ $$aSP(OCoLC)1344511207
001431529 040__ $$aGW5XE$$beng$$erda$$epn$$cGW5XE$$dEBLCP$$dYDX$$dOCLCF$$dOCLCQ
001431529 043__ $$aa-ts---
001431529 049__ $$aISEA
001431529 050_4 $$aHD59.6.U5
001431529 08204 $$a659.2095357$$223/eng/20220916
001431529 1001_ $$aMarschlich, Sarah,$$eauthor.
001431529 24510 $$aCorporate diplomacy :$$bhow multinational corporations gain organizational legitimacy : a neo-institutional public relations perspective /$$cSarah Marschlich.
001431529 264_1 $$aWiesbaden :$$bSpringer VS,$$c[2022]
001431529 264_4 $$c©2022
001431529 300__ $$a1 online resource (xviii, 212 pages) :$$billustrations.
001431529 336__ $$atext$$btxt$$2rdacontent
001431529 337__ $$acomputer$$bc$$2rdamedia
001431529 338__ $$aonline resource$$bcr$$2rdacarrier
001431529 4901_ $$aOrganisationskommunikation, Studien zu Public Relations/Öffentlichkeitsarbeit und Kommunikationsmanagement,$$x2524-3233
001431529 504__ $$aIncludes bibliographical references.
001431529 5050_ $$a1 Introduction -- 2 Conceptual Framework: Neo-Institutionalism, Legitimacy, and Public Relations -- 3 Corporate Diplomacy at the Intersection of Public Relations and Public Diplomacy -- 4 State of Research: Previous Findings on Corporate Diplomacy, the Media, and Organizational Legitimacy -- 5 Study Context: The Case of the UAE -- 6 Method -- 7 Results -- 8 Discussion -- 9 Conclusion.
001431529 5060_ $$aOpen access$$5GW5XE
001431529 520__ $$aThis Open-Access book investigates corporate diplomacy as a legitimation strategy of multinational companies in the United Arab Emirates. The author applies a neo-institutional public relations perspective, according to which societal expectations significantly shape corporate diplomacy communication. Using a multi-method research design, the author shows how corporate diplomacy is used in the host country, what role local media coverage and relationship management fulfill, and what effects corporate diplomacy has on corporate legitimacy in the host country community, i.e., UAE residents. The findings provide substantial insights into how multinational corporations seek legitimacy through corporate diplomacy and demonstrate how these efforts and the legitimation of corporations are affected by the media and the host country's public. About the Author Dr. Sarah Marschlich is a senior research and teaching associate at the Department of Communication and Media Research (IKMZ), University of Zurich. Her research focuses on public relations, organizational communication, and companies' social and political responsibility communication. In particular, she is interested in investigating the role of the public sphere in constituting organizational perceptions by the public.
001431529 588__ $$aOnline resource; title from PDF title page (SpringerLink, viewed September 16, 2022).
001431529 650_0 $$aInternational business enterprises$$zUnited Arab Emirates.
001431529 650_0 $$aPublic relations$$zUnited Arab Emirates.
001431529 650_0 $$aCommunication in organizations$$zUnited Arab Emirates.
001431529 655_0 $$aElectronic books.
001431529 77608 $$iPrint version:$$aMarschlich, Sarah$$tCorporate Diplomacy: How Multinational Corporations Gain Organizational Legitimacy$$dWiesbaden : Springer Fachmedien Wiesbaden GmbH,c2022$$z9783658368173
001431529 830_0 $$aOrganisationskommunikation,$$x2524-3233
001431529 852__ $$bebk
001431529 85640 $$3Springer Nature$$uhttps://link.springer.com/10.1007/978-3-658-36818-0$$zOnline Access$$91397441.2
001431529 909CO $$ooai:library.usi.edu:1431529$$pGLOBAL_SET
001431529 980__ $$aBIB
001431529 980__ $$aEBOOK
001431529 982__ $$aEbook
001431529 983__ $$aOnline
001431529 994__ $$a92$$bISE