Abstract
This chapter examines how in 2001 James Hardie Industries, Australia’s dominant asbestos producer, used proactive issues management to limit media coverage and influence government policy related to its asbestos liabilities. The chapter then traces the company’s failures to manage the resulting crisis using reactive public relations when its external publics and the intervening public (media interests) became alerted to the corporation’s agenda in 2004. A comparison of the tactics employed in these two campaigns is described.
Original language | English |
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Title of host publication | Public Relations Campaigns |
Editors | Mark Sheehan, Robinia Xavier |
Place of Publication | South Melbourne, Vic. |
Publisher | Oxford University Press |
Pages | 189-205 |
Number of pages | 17 |
ISBN (Print) | 9780195559101 |
Publication status | Published - 2009 |