ABSTRACT
The important role of the relationship between an organization and its publics, i.e., OPR, has been accentuated substantively in public relations research and practice during the 1980s and 1990s (Ferguson, 1984; Dozier, L. Grunig, & J. Grunig, 1995; L. Grunig, J. Grunig, & Ehling, 1992). All the relevant literature underscores the premium to be placed on building successful relationships between organizations and their publics, inasmuch as good relationships allow organizations more freedom—more autonomy—to achieve their missions than if they had bad relationships.
