外文翻譯--公共關(guān)系在危機(jī)管理中扮演的多種角色（節(jié)選）

1、中文 中文 1600 字， 字，890 單詞， 單詞，5400 英文字符 英文字符外文文獻(xiàn)翻譯原文 1The increasing role of public relations as a crisis management function: An empirical examination of communication restrategising efforts among destination organisation

2、managers in the wake of 11th September, 2001By Lisa T. FallPUBLIC RELATIONS’ ROLE AS ACRISIS MANAGEMENT FUNCTION INTHE 9/11 AFTERMATHStudies that examine communication strategies post-9/11 demonstrate that immediate reac

3、tive, yet strategic, communication planning was apparent in the wake of the terrorist attacks — especially among tourism organisations. A crisis is a major, unpredictable event that threatens to harm the organisation and

4、 its stakeholders. Communication colleagues have argued that crisis communication is increasingly focused on a discourse of renewal, viewing crisis as an opportunity for the organisation to rejuvenate itself through str

5、ategic communication programmes. In short, most public relations practitioners view a crisis as an ‘opportunity’.How an organisation responds is dependent upon the type of crisis experienced. Much of the research in cris

6、is communication suggests that a crisis has the potential to impact negatively on an organisation’s image. Coombs argues, for example, that crises threaten the image of organisations.Based upon this assumption, several r

7、e-searchers have developed a rich tradition that examines the relationship between organisational image and strategic communication. Further, Williams and Olaniran explain how incorporating elements of risk communication

8、 in crisis communication planning is necessary. Penrose expands crisis management theory and studies the role that perception plays. This research tradition has provided sound guidelines for successful communica

9、tion-based approaches to image restoration following an organisational crisis. Coombs 21refers to the systematic use of communication following disasters as stress the drive accessibility of the city. A new tag line was

10、included: ‘A short drive down the road. A million miles away.’ A special holiday vacation advertising campaign was also launched. The CACVB also collaborated with other area organisations to create pre-packaged vacation

11、opportunities for travellers.Frisby 31 explored how the British Tourist Authority (BTA) responded to the terrorist attacks and the foot-and-mouth outbreaks. BTA managers first identified their most viable key travel mark

12、ets, then they revamped their communication programme accordingly. They redesigned their campaign strategies, objectives, tactics, evaluation and measurement procedures to meet the specific needs of two crises. Enhanced

13、media relations and publicity planning were included in the campaign updates. Disseminating accurate information on a consistent basis to key media served as the crux of the plan.The overarching message goals were threef

14、old: to stress the safety of the destination, to communicate that foot-and-mouth disease was not widespread in Britain and to highlight the plethora of special activities taking place for would-be travellers.Hopper 32 ex

15、amined how London positioned and promoted itself in the wake of9/11. The London Tourism Board (LTB) immediately developed the London Tourism Recovery Group, which was taxed with the duty of conducting research during a s

16、ix-month period to measure the impact the 9/11 attacks were having on the local tourism economy. The research was conducted in phases. Continuous data were collected,leading to timely strategic action planning procedures

17、 that were methodically put into place. Marketing expenditures were diverted from the overseas budget to the UK budget. A special promotional campaign,‘The Greatest Show on Earth’, waslaunched to stimulate domestic busin

18、ess to London. Other special promotional campaigns followed (eg ‘Royal London’ and‘Only in Britain, Only in 2002’).School of Advertising & Public Relations, University of Tennessee, Knoxville, 420 6th edition Fraser