| This purpose of this study is to examine how four of the leading public relations firms in the United States manage and develop the intellectual capital of their organizations. Data were collected first through a qualitative content analysis of in-depth interviews with key training and knowledge management executives in the firms and then through a quantitative survey distributed via email to public relations professionals within those same firms. The interview data yielded information that lead to the creation of a model for managing intellectual capital. The primary driver of managerial efforts is to create value in the marketplace through firm distinction, superior client service, and increased employee productivity. Managerial efforts consist of activities over which they have direct control and those that they can only influence. Activities of direct control include the development and implementation of managerial systems, the deployment of information technology, and knowledge building. Events and activities that can only be influenced include organization culture and the attitudes and behaviors of individuals. The quantitative survey was designed to reveal a firm's level of information consciousness, or its attitude toward information, as an indicator of how well the firm shares operational information in the execution of firm activities. The data revealed that public relations firms in general are high information-conscious environments. It also showed that there are significant differences in information consciousness among firms, suggesting that some firms have better attitudes toward, and likely share, information better than others. An analysis of control variables such as demographic data showed that firm and demographic variables account very little for a firm's degree of information consciousness. |
