Bad Company: Tactics, Stigma, and Shifts in the Public Approval of Environmental Activist Organizations after the BP Oil Spill

2018 ◽  
Author(s):  
Mary-Hunter McDonnell ◽  
Elizabeth G. Pontikes
Keyword(s):  
Oil Spill ◽  
Bp Oil Spill ◽  
The Public ◽  
Public Approval ◽  
Bad Company ◽  
And Shifts ◽  
Activist Organizations

Character and Competence at the Top: Gerald Ford Becomes President and Pardons Richard Nixon

Public Voices ◽  
2017 ◽  
Vol 15 (1) ◽  
pp. 63
Author(s):  
Terry Newell
Keyword(s):  
Leadership Skills ◽  
Moral Character ◽  
Political Support ◽  
Trust In Government ◽  
The Public ◽  
Richard Nixon ◽  
Public Purpose ◽  
Approval Rating ◽  
Public Approval ◽  
Public Leaders

On August 9,1974, Gerald Ford took the oath as president when Richard Nixon resigned in the wake of Watergate.   Ford's inaugural remarks and the actions that followed, aimed at restoring trust in government and gaining the legitimacy he needed to confront national problems, rested on both his character and his leadership talent.  His public approval rating soared.  Thirty-one days later, Ford spoke to the nation again, announcing his pardon of the disgraced former president.  That speech and the actions connected to it also depended on Ford's character and leadership skills.  Yet, his approval plummeted, dooming his prospects to win the 1976 election. This one-month period offers important lessons for public leaders who want to both be good and do good.  Ford succeeded in the first speech and failed in the second.   The ability to articulate a transcendent public purpose, persuade the public in a compelling way, and master the art of building political support proved decisive in both cases.   Also decisive was his character and the way he sought to call forth the moral character of the nation.   

Is political engagement by constitutional monarchs compatible with democracy?

2021 ◽  
pp. 205789112199169
Author(s):  
Kana Inata
Keyword(s):  
Political Engagement ◽  
Historical Narratives ◽  
The Political ◽  
Political Involvement ◽  
Political Leaders ◽  
The Public ◽  
Political Preferences ◽  
Public Approval ◽  
Do So

Constitutional monarchies have proved to be resilient, and some have made substantive political interventions even though their positions are mostly hereditary, without granted constitutional channels to do so. This article examines how constitutional monarchs can influence political affairs and what impact royal intervention can have on politics. I argue that constitutional monarchs affect politics indirectly by influencing the preferences of the public who have de jure power to influence political leaders. The analyses herein show that constitutional monarchs do not indiscriminately intervene in politics, but their decisions to intervene reflect the public’s preferences. First, constitutional monarchs with little public approval become self-restraining and do not attempt to assert their political preferences. Second, they are more likely to intervene in politics when the public is less satisfied about the incumbent government. These findings are illustrated with historical narratives regarding the political involvement of King Bhumibol Adulyadej of Thailand in the 2000s.

What Lies Beneath: the BP Oil Spill and the Need for New Response Models

2015 ◽  
Vol 34 (3) ◽  
pp. 587-596 ◽  
Author(s):  
Priscilla D. Allen ◽  
Christopher F. D’Elia
Keyword(s):  
Oil Spill ◽  
Response Models ◽  
Bp Oil Spill

The public value of building large oil spill response vessels in Korea

Marine Policy ◽  
2018 ◽  
Vol 88 ◽  
pp. 242-247 ◽  
Author(s):  
Se-Jun Jin ◽  
Seul-Ye Lim ◽  
Seung-Hoon Yoo
Keyword(s):  
Oil Spill ◽  
Public Value ◽  
The Public ◽  
Oil Spill Response

Presidential Confidence in Crisis: Blame, Media, and the BP Oil Spill

2015 ◽  
Vol 45 (3) ◽  
pp. 467-489 ◽  
Author(s):  
Travis M. Johnston ◽  
Stephen N. Goggin
Keyword(s):  
Oil Spill ◽  
Bp Oil Spill

scholarly journals Lessons from the Twin Mega-Crises: The Financial Meltdown and the BP Oil Spill

2010 ◽  
Vol 5 (4) ◽  
Author(s):  
Hershey H. Friedman ◽  
Linda W. Friedman
Keyword(s):  
Decision Making ◽  
Social Responsibility ◽  
Oil Spill ◽  
Government Regulation ◽  
Conflicts Of Interest ◽  
Business And Society ◽  
Bp Oil Spill ◽  
Twin Crises ◽  
Excessive Risk

This paper explores the synchronicity of two mega-crises we are now facing: The BP oil spill and the repercussions of the 2008 financial meltdown. It examines some key common threads in both of these crises. The overarching message is that firms must maintain a culture of social responsibility, must behave in an ethical manner, and must do everything possible to avoid societal harm. The three key lessons to be learned from the twin crises are to consider and mange risk in decision making; minimize conflicts of interest in the hope that executives will then not engage in actions that involve excessive risk to stakeholders; and that government regulation can be beneficial, rather than harmful to business and society – as long as it does not stifle innovation and growth.

scholarly journals Labour, Legality and shifts in the Public/Private divide

2013 ◽  
Vol 51 (6) ◽  
pp. 86-100 ◽  
Author(s):  
Sarah van Walsum
Keyword(s):  
The Public ◽  
And Shifts

Mining Organizations’ Networks

2011 ◽  
pp. 205-230 ◽  
Author(s):  
James A. Danowski
Keyword(s):  
Social Network ◽  
Oil Spill ◽  
Organizational Hierarchy ◽  
Art And Design ◽  
Bp Oil Spill ◽  
Network Mining ◽  
Social Network Mining ◽  
Corporate Innovation ◽  
Semantic Associations ◽  
Over Time

This chapter presents six examples of organization-related social network mining: 1) interorganizational and sentiment networks in the Deepwater BP Oil Spill events, 2) intraorganizational interdepartmental networks in the Savannah College of Art and Design (SCAD), 3) who-to-whom email networks across the organizational hierarchy the Ford Motor Company’s automotive engineering innovation: “Sync® w/ MyFord Touch”, 4) networks of selected individuals who left that organization, 5) semantic associations across email for a corporate innovation in that organization, and 6) assessment of sentiment across its email for innovations over time. These examples are discussed in terms of motivations, methods, implications, and applications.

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