新媒体环境下的政府危机公关外文翻译文献
政府危机公关外文文献翻译中英文
政府危机公关外文文献翻译(含：英文原文及中文译文)文献出处：M Bowden. The Research of Government Crisis Public Relations under New Media Environment[J]. Public Relations Review, 2015, 3(1):72-79.英文原文The Research of Government Crisis Public Relations under New MediaEnvironmentM BowdenAbstractA feature of today’s society is that many kinds of contradictions coexist, and the frequent occurrence of social conflicts is also a major reason for the government’s crisis. On the other hand, the new media environment is also undergoing rapid changes. When facing a complex media environment, can The proper handling of crisis events is a major test of the current government's ability to govern. This article focuses on the analysis of the principled kernel dealing with crisis public relations, and changes the perspective that most researchers focus on the changes in the new media environment and puts forward their own innovation insights.Keywords: government crisis public relations; media environment; confidence; sincerity; determinationThe government crisis public relations under the new media environment is a problem that should be highly regarded by every government department. On the one hand, there are frequent mass crisis events during the transition period, SARS panic spread, earthquakes, milk powder incidents and other constant crisis events. The government’s ability to govern and social stability are both a severe test; on the other hand, the human society in the 21st century has entered a new era of information. People’s sources o f information are shifting from traditional television and newspapers to Internet, mobile phones, and electronics. Books and other emerging media. Microblogs, forums, communities, and other brand-new information exchange methods have enabled the government's official document release and foreign public relations to enter a new model. Based on the above two points, the government's crisis public relations has become a hot topic for various scholars.Conceptual analysisBefore analyzing the government crisis public relations, we must first clarify the concept of the crisis. According to the American scholar Rosenthal’s definition of the crisis: the crisis is a serious threat to the basic values of a social system and the structure of the code of conduct, and in the case of high time pressure and uncertainty, the key decision-making events must be made . The characteristics of a crisis are sudden, harmful, uncertain, and two-sided. The danger brought about by acrisis is very serious. Therefore, a full understanding of the meaning and characteristics of the crisis is the primary precondition for handling the crisis.The so-called government crisis public relations is the science and art of government to optimize the social psychological environment, influence the public, and resolve the crisis by means of communication, shaping the image, balancing interests, and coordinating relationships in order to survive and develop smoothly in the state of crisis. . Government crisis public relations is a kind of public administrative management process and behavior. Its important function is to provide the public with real and timely information on crisis events, and take various measures to minimize the harm of the crisis in order to win the public to the government. The understanding, support, and cooperation of public policies and emergency measures are necessary to further mobilize and mobilize social resources to lay the groundwork for the handling of crisis events.Misunderstanding of government crisis public relationsNegative processingThe negative treatment is the consistent attitude of many government officials to the crisis. They tend to be lucky for the crisis, and it is better not to happen. Once it happens, it adopts a containment method. It is as silent and silent as possible. Nothing happened. In fact,this is a deception. What's more, under the current media environment so developed, the government is in the supervision of every public. Weibo, video podcasting, these invisible eyes are constantly observing every corner of society, and it is impossible to ignore what has already happened.As for the crisis of luck, it is naive and the crisis is inevitable. American political scientist Huntington pointed out: "A highly traditional society and a society that has achieved modernization are socially stable and orderly, and a society that is undergoing rapid social changes and modernization of the social system transition. (Transitional society) is often full of various social conflicts and turbulence. Social conflicts occur frequently and various cultures interweave. It is inevitable that there will be some sudden crisis events. The negative thought is that the government must first overcome the crisis public relations and face the crisis. It is the right attitude to deal with the crisis.Too much effort in public relationsWith the rapid changes in the information age, the government has now fully realized. Therefore, some new public relations tools have been used. Officials open Weibo, answer online public questions, and public online videos, or sponsor various network draft events. , participate in the title television program to promote the city image and so on. These are the government's response measures under the new media environment.They can be described as flourishing, contending, and playing a positive role from the point of view of propaganda. Of course, we should fully recognize the impact of changes in the media environment on the public relations of the government crisis. Many scholars have also conducted a lot of research on the challenges posed by the government in response to the new network environment and media environment, and have put forward a lot of feasible suggestions. The government should take into account the changes in the media environment of public opinion while adopting a series of new methods to deal with it, advancing with the times, and taking the road of e-government. But we can't put the cart before the horse, we can only make fuss about ways and methods, and work hard, but instead ignore the essence of the government's crisis public relations: what kind of state of mind should the government treat the crisis?The Crisis Interpretation of Government Crisis Public RelationsWhen we interpret the core of government crisis public relations, we first classify the crisis and then classify it. According to the definition and characteristics of the crisis, combined with examples of crisis events that have occurred in recent years in China, we have divided the current crisis events into three categories: First, disasters, mainly natural disasters, earthquakes, forest fires, and volcanic eruptions. , tsunami, floods, windstorms, etc. Second, accidents mainly refer to serious accidents caused by human factors, such as mine accidents, food safety accidents,traffic accidents, construction accidents, medical frauds, public safety accidents, and public health incidents. The third is behavior, mainly referring to the misconduct of the staff of government agencies, causing some wrongdoings of evils, officials bribing bribes, using power for personal gains, breaking the law, and so on. Each of the three types of crisis has its own characteristics, and it is also different when it comes to crisis public relations. It should be categorized and interpreted.Disaster Crisis Public Relations - ConfidenceThe most striking feature of disasters is sudden and destructive. Once a natural disaster occurs, it is highly destructive, and the number of people involved is large. The affected area is wide, and the peopl e’s psychological vulnerability is scary. At this time, the public relations requirement for the government’s crisis is to express confidence. If the government is indiscriminate, the public will become more panicked. This panic will make the vicious impact of the disaster even worse. Only when the government handles these kinds of crises is full of confidence. The people can feel pragmatic and can actively cooperate with the government to develop a series of measures for self-rescue and reconstruction after the disaster. Therefore, all public relations activities of the government should be conducted around confidence, showing full confidence in dealing with disasters and using confidence to inspire the spirits of disaster-stricken people to rebuild.The scope of the earthquake affected by the earthquake, the number of people involved, and the seriousness of the situation do not need to be recounted. People talk about it today. In the face of the earthquake, the government achieved victory in earthquake relief with confidence. The first time, calm and calm, immediate deployment of earthquake relief work. The media around the world have given very high appraisals of the government’s confidence and ability in the face of this crisis. Facts have also proved that the confidence shown by the government in dealing with the crisis has infected every disaster-stricken people, made them courageous to save themselves, and strengthened their faith in reliving the tree. It is the best form of patriotic education. It can be seen that confidence is the core of the government’s handling of disaster-related crisis events. The government should conduct a series of public relations activities with confidence and rely on the current public opinion environment to promote people’s confidence in production and life as soon as possible so as to minimize disaster losses.Accident Crisis Public Relations - SincerityThe difficulty in dealing with accidental crises is that they are most afraid of rumours. People tend to hear the truth about the causes of accidents, the number of casualties, and property losses. Rumors have spread that the damage from such rumours is sometimes harder to repair than the accident itself. The public will therefore respond to thegovernment. Suspicion, followed by the government's rescue measures to resist emotions, affecting the process of accident relief, causing unnecessary losses. Therefore, the core of the accident-crisis crisis public relations is sincere. After the accident, the government should honestly announce the relevant data and the rescue process, indicating that the government's sincerity in dealing with the accident has given the people a true account and statement, and cannot adopt a containment method. Cover and cover up. The facts are indisputable. Everyone has the right to know facts. Covering can only hurt the hearts of the people. This kind of loss is more difficult to make up than the material loss. Sincerely, it is the starting point for the government to carry out the public relations crisis of accidents. It sincerely shows that the government can recognize its own mistakes and admit mistakes so that it can correct mistakes in its future work.Behavior Crisis Public Relations - DeterminationThe biggest feature of the behavioral crisis compared to the other two types of crisis is that it hurts people’s hearts. Due to the personal bad behavior of government workers, people have doubts about the impartiality of the government's work integrity, which runs counter to the government's view of promoting efficient and clean service-oriented government. Therefore, when the government responds to this kind of crisis, it should show its determination and must severely punish this kindof behavior. It must take resolute measures to put an end to this phenomenon, seek to restore the good image of the government, and provide the people with a fair and equitable working environment. The handling of such crises is also the most difficult and sensitive. It is also a serious problem facing our Party. In the face of common people’s doubts, governments at all levels should decisively express their resolve to deal with it, resolutely implement the principle of equality before the law, publicly review relevant cases, use the new media environment, carry out various public relations activities, and openly accept public opinions. Supervision allows the administrative power to operate well.In short, when the government engages in public relations activities in the event of a crisis, if it can adhere to the principle of faith, sincerity, and determination, and then compares the heart and mind with the characteristics of the new media environment, and improves and innovates in ways and means, we believe that we can certainly achieve positive and optimistic results. , get public support and form a good relationship between the government and the public.中文译文新媒体环境下政府危机公关研究作者：M Bowden摘要当今社会的一个特点是多种矛盾并存, 社会矛盾的频发也是政府遭遇危机的一个主要原因, 另一方面全新的媒体环境也在发生快速的变化,在面对复杂的媒体环境时,能否妥善处理危机事件,是目前政府执政能力的一大考验。
新媒体时代下的政府危机公关策略研究
新媒体时代下的政府危机公关策略研究在新媒体时代，信息传播速度飞快，政府在面对危机时，需要有效的公关策略来应对，以维护形象和信任度。
本文将探讨新媒体时代下政府危机公关策略的研究。
一、危机公关常见策略1.快速反应：在新媒体时代，信息传播迅速，政府应采取快速反应的策略。
即使在传统媒体时代，政府的危机公关也要求迅速反应，但在新媒体时代，这一点更为重要。
政府需要及时发布声明、回应媒体和公众的关切，以避免信息真空的出现，防止谣言传播，同时树立诚信形象。
2.透明度和开放性：政府在危机公关策略中应该积极展示透明度和开放性。
公开相关信息，及时向公众披露真相，不隐瞒信息，不泄漏假象，使公众能够准确了解危机的情况和政府的处理进展，增加公众对政府的信任度。
3.建立有效沟通渠道：新媒体时代，政府需要建立多样化的沟通渠道，与公众进行有效的互动。
政府可以通过微博、微信，甚至是直播等社交媒体工具，与公众进行互动，回应公众的关切和问题，提供实时信息和政府的解释。
同时，政府还应主动与媒体保持密切联系，及时回应媒体的报道和提问，传递正确的信息。
4.危机预警机制的建立：政府需要建立健全的危机预警机制，及时发现潜在的危机，并提前制定应对策略。
政府可以通过舆情监测系统、社交媒体监测等手段，对公众的需求和反馈进行分析，发现可能引发危机的热点问题，以便及时采取措施，防患于未然。
二、新媒体时代下的独特挑战新媒体时代带来了独特的挑战，对政府的危机公关提出了更高的要求。
以下是新媒体时代下的独特挑战：1.舆论引导困难：新媒体时代，公众的信息获取渠道丰富多样，舆论引导变得更为困难。
政府不能再像过去那样通过主流媒体独家报道来进行舆论引导，需要与各类新媒体平台进行互动，以拓宽信息渠道，影响舆论，引导公众认同政府的声音。
2.虚假信息的传播：新媒体时代，虚假信息的传播更为容易，政府在危机公关中需要高度警惕。
政府应积极介入，及时辟谣，提供准确的信息，避免谣言蔓延，并引导公众主动辨别真伪信息，以提高整个社会的信息素养。
危机公关参考文献汇总
危机公关参考文献汇总以下为危机公关研究不可错过的参考文献：[1] Beck, Ulrich, Risk Society: Towards a New Modernity, HE Bowen, Transl., Yilin Press, 2004.[德]乌尔里希•贝克，风险社会[M]，何博文译，译林出版社，2004年。
[2] Beck, Ulrich, World Risk Society after 9/11 Attacks, WANG Wulong Transl., Marxism &Reality, 2004(2). p. 72.[德]乌尔里希·贝克，“911”事件后的全球风险社会[J]，王武龙译，马克思主义与现实，2004（2），72页。
[3] Benoit, William L., Image Repair Discourse and Crisis Communication, Public RelationsReview. 1997(23), pp.177-186.[4] Boin, Arjen, Lessons From Crisis Research[J], International Studies Review. Vol6 No1, 2004,p.165. DOI: 10.1111/j.1521-9488.2004.393_2.x[5] Broom，Glen M.，Center，Allen H.，& Cutlip, Scott M.，Effective Public Relations (8thEdition), AN Mingxiang Transl., Huaxia Press, 2002, p.8.[美]格伦•布鲁姆，艾伦•森特，斯科特•卡特里，有效的公共关系(第八版),明安香译, 华夏出版社，2002年，8页。
[6] Burnett, John J., A strategic approach to managing crises, Public Relations Review, 1998(24),p.476.[7] CAI Zhigang, Principles and Practice of Public Relations (Ed.), Northwestern PolytechnicUniversity Press, 2010, p.208.蔡志刚，公共关系原理与实务（主编）[M]，西北工业大学出版社，2010年，208页。
新媒体社交媒体营销外文翻译文献
文献信息：文献标题：Elements of strategic social media marketing: A holisticframework（战略性社交媒体营销要素：整体框架）国外作者：Reto Felix, Philipp A. Rauschnabel, Chris Hinsch文献出处：《Journal of Business Research》,2017,70:118-126字数统计：英文2632单词，15772字符；中文5082汉字外文文献：Elements of strategic social media marketing:A holistic frameworkAbstract Social media marketing is an integral element of 21st-centurybusiness. However, the literature on social media marketing remains fragmented and is focused on isolated issues, such as tactics for effective communication. The curr research a pplies a qualitative,theory-building a pproach to develop a strategicfour generic dimensions of strategic social m ediaframework that articulatesmarketing. Social m edia marketing scope represents a range from defenders t osocial media marketing c ulture includes the poles o f conservatism andexplorers,modernism, social media marketing structures fall between hierarchies and networks, and social m edia marketing governance ranges from autocracy t o anarchy. B yproviding a comprehensive conceptualization and definition of strategic social mediaframework that e xpands beyondmarketing, this r esearch proposes a n integrativeextant marketing theory. Furthermore, managers can apply the framework to position their organizations on these four dimensions in a manner consistent with their overa corporate mission and objectives.Key Words: Strategic social media marketing; Holistic framework; New media; Definition of social media marketing; Social media strategy; Digital marketing1.IntroductionUnderstanding the role of social media in the context of marketing is critical f both researchers and managers (e.g. Fong & Burton, 2008; Kumar, Bezawada,2013). Most existingRishika, Janakiraman, &Kannan, 2016; Schultz &Peltier,studies focus on particular issues, such as purchase behavior (Chang, Yu, & Lu, 2015 Kumar et al., 2016; Relling, S chnittka, Sattler, & Johnen, 2016), customerrelationshipmanagement (Trainor, Andzulis, R app, & Agnihotri, 2014), brandmanagement (Asmussen, Harridge-March, Occhiocupo, & Farquhar, 2013),innovation management (Gebauer, Füller, & Pezzei, 2013), and employee recruitment (Sivertzen,Nilsen, & Olafsen, 2013). W hile these s tudies detail advancements inspecialized areas of social media knowledge in a marketing and management context, extant literature does not provide a holistic framework for social media marketing the strategic level. This deficiency is surprising because both academics (Labrecqu vor dem Esche, Mathwick, Novak, & Hofacker, 2013; Schultz & Peltier, 2013; Yadav& Pavlou, 2014) and practitioners (Divol, Edelman, & Sarrazin, 2012) acknowledge new complexities accompanying these m edia and agree that r esearch into s ocialsocial mediastrategicmedia marketing n eeds to be reconceptualized.In a nutshell,marketing remains an untested user interaction paradigm (Naylor, Lamberton, & West, 2012) with little published academic research.The current article aims to address this theoretically and managerially importan research gap by exploring the following two research questions: How is strategicsocial m edia marketing defined a nd conceptualized? and What factors demandsocial media marketing s trategy?an organization'swhen constructingconsiderationSpecifically, this research attempts to define the continua on which critical strat social media marketing decisions lie and to integrate them into a holistic framewor2.MethodologyThe study e mployed a two-stage r esearch design. The first stage c onsisted ofin-depth interviews (Fontana & Frey, 1998) with seven European social m ediaexperience in socialmarketing e xperts who possess b oth national and internationalmedia marketing. Following a purposive sampling strategy (Lincoln & Guba, 1985), experts were recruited according to their job position, experience, and direct expos to social media marketing practices in real industry settings. Seeking depth rather tthe qualitative research breadth, the sample size instage 1 was commensurate with-richparadigm in which relatively small sample sizes are used to generate informationdata (Patton, 1990). A ll informants agreed t o audiotape the i nterviews (between 25and 60 min), which resulted in 117 pages of double-spaced, verbatim transcripts.procedure c onsisted of a qualitative The second stage o f the data collectionsurvey of social media marketing experts (Miles & Huberman, 1994). The survey data were used not for confirmation but as a new and independent qualitative data source with a focus on triangulating the information obtained through the depth interview and online surveys (Jack & Raturi, 2006). Respondents came from a list of 265 social media marketing experts identified through managerially focused magazines, through interviews in business magazines, or because they were mentioned as knowledgeable and experienced experts in personal communication. E-mail requests were sent to allexperts along with two reminders, which resulted in 50 returned surveys (responserate = 18.9%). Seven data s ets w ere eliminated because o f incomplete a nswers orbecause social media marketing plays a minor role in the respondents' daily work. The final sample consisted of 43 respondents (age: m = 37; SD = 9 years; 74% male; 88% European) with various backgrounds in their position and/or industry.Table 1 Summary of stage 2 informantsCompany size (employees)< 50 14 (32.6%)50–99 5 (11.6%)100–499 3 (7.0%)500–9998 (18.6%)1000–4999 6 (14.0%)5000–10,000 3 (7.0%)>10,000 4 (9.3%)Social media marketing experience (in years)Average: 6.4 years1–2 5 (11.6%)3–519 (44.2%)6–812 (27.9%)9 and more 7 (16.3%)Percentage of working time associated with social mediaAverage: 52.8%<20%7 (16.3%)20–3910 (23.3%)40–59 6 (14.0%)60–79 3 (7%)80–10015 (34.9%)n/a 2 (4.7%)Age (in years)Average: 37< 30 9 (20.9%)30–3919 (44.2%)40–4910 (23.3%)50–59 5 (11.6%)Self-reported experience in…Means aSocial Media 6.2Social Media Marketing 5.9Marketing 5.7Customer Management 4.7Advertising 5.2Communications/Public Relations 5.6How much experience do you have in the following areas? (1 = no experience at aall; 7 = highly experienced)Respondents were asked to (1) define s ocial m edia marketing, (2) discussself-selected best and worst practice examples of social media marketing, (3) discusssuccess factors and success m etrics, and (4) d escribe their ideal implementation of-selected organization. The survey employed commonsocial media marketing in a self& Mcbride, 2009), s uch as addingdesign t echniques (Smyth, Dillman, C hristian,large answer fields and asking respondents to be as specific as possible, to increrespondents' motivation to provide detail.3.FindingsFig. 1 shows the strategic social media marketing framework with its four central dimensions.Fig. 1. Strategic social media marketing framework.social media marketing s cope addresses the question whether companies First,use social media marketing p redominantly for communication with one or a fewstakeholders or comprehensively (both externally and internally) as a genuine tool f Defenders use social m edia marketing primarily a s a one-waycollaboration.rather than communication tool t o entertainconsumers or to inform stakeholders,groups. Conversely, explorers are interested in integrating employees or communityan authentic social media marketing c ollaborationinteractionsbased on reciprocalwith many different stakeholders such as clients, employees, suppliers, andgovernment agents.between conservatism, Second, social media marketing c ulture distinguishesapproach t owhich is represented by an encapsulated,mass advertisingtraditional,social media marketing, and modernism, which is characterized by a more permeable,open, and flexible social media marketing culture.Third, social media marketing structure addresses the organization and departmentalization of the social media marketing assignment in the firm. Hierarchieapproach with a clearly defined s ocial media marketingstand for a centralizedassignee. Networks represent an organizational structure in which all employees are responsible for social media marketing, and thus a dedicated social media marketing director is no longer necessary.Fourth, social m edia marketing governance refers t o how the companyestablishes rules and guidelines and how social media marketing responsibilities ar controlledin the company. The extreme position of autocracy describes a situationwith precise regulations on who in the company is allowed to interact on social medi platforms. Conversely, anarchy represents a situation without any such rules o rguidelines.The current research focuses on the extremes of each continuum, but, in general, firms likely choose (intentionally or unintentionally) a position somewhere between the poles o n each dimension. For example, c ompanies need to find a position onsocial media marketing g overnance t hat neither regulates everything employees areallowed to say nor leaves t hem without any guidance on which to base their responsibilitiesor behaviors. Fig. 1 also suggests that d ecisions on social mediageneral(e.g.,marketing s hould i ndeed b e guided by the firm's internalinfluencersvision, mission, corporate goals, corporate culture, available resources), which in should be in line with external i nfluencers (e.g., communities, competition,government regulation).4.Discussion and implicationsThis research addresses the absence of a holistic framework for strategicsocialreveals several approachesmedia marketing. A review of the marketing l iteraturemanagementregarding aspects of strategicmarketing s uch as customer r elationship(e.g., Payne & Frow, 2005) or marketing organization (Workman, Homburg, &Gruner, 1998). However, few articles address the strategic marketing of social mediaand none put forth a holistic social media marketing framework.While extant research related to social media marketing investigates social media mostly through the lens of a particular marketing problem (e.g. Fong & Burton, 2008; Kim & Ko, 2012; Kumar et al., 2016) or witha focus on customers and communication (e.g., Chang et al., 2015), t he findings of this s tudy reveal f ourgeneral social m edia marketing dimensions that firms should address when conceptualizing or managing their strategic social media marketing approach. As the findings indicate, these dimensions are interdependent, and companies should strive position themselves on the four dimensions in an integrated way, rather than treati them as isolated, independent decisions.4.1.A new definition of social media marketingThis research suggests a new definition of social media marketing: Social media-functional concept that uses social media marketing is an interdisciplinary and cross(often in combination with other communications channels) to achieve organizational goals by creating value for stakeholders. On a strategic level, social media marketi covers an organization's decisions about social media marketing scope (ranging from defenders to explorers), culture (ranging from conservatism to modernism), structurto networks), and governance (ranging from autocracy to(ranging from hierarchiesanarchy).4.2.Implications for social media marketing scopeSocial media marketing provides firms with an opportunity to use social media to with customers, employees, communities, and other stakeholdersbuild relationships(i.e., when they act as explorers). At the same time, firms may choose to view soci media as simply another c ommunications channel through which they can pushwhen they act as defenders). Though potentiallyinformation to customers (i.e.,approach does nottake advantage of thefor c ustomers, the defendercreating valuewithin the network of customers,opportunitiesfor building r eal relationshipsemployees, interest groups, the government, and other stakeholders, as propagated by modern relationshipmarketing (Payne & Frow, 2005). However, the explorerstakeholders in theapproach may require firms to redefine the role o f differentorganization.4.3.Implications for social media marketing cultureManagement and organizational behavior researchers (Zheng et al., 2010) as well as marketing academics and practitioners (Deshpandé & Farley, 2004) recognize the-financial firmimportance of culture and organizational climate for financial and non performance. The current research emphasizes t he importance o f culture for s ocialmedia marketing. Companies engaging in social media marketing must acknowledgethat stakeholders can take control of and manipulate social media content (Labrecque et al., 2013). Thus, companies should contemplate t he trade-offs between anwhich provides m oreencapsulated social media marketing c ulture (conservatism),connect a nd engageand consumers' desire tobrand constructs,control of importantwith firms displaying a more progressive, permeable culture (i.e., modernism).4.4.Implications for social media marketing structureExtant marketing research investigates how the elements of marketing should besuch as formalization,characteristics,organized a ccording t o a firm's structural(e.g.,Olson, S later, & Hult, 2005). C onsequently,and specializationcentralization,and organizationalsocial m edia marketing structure focuses on responsibilitiesemployed to configure social media marketing. Whereas social mediahierarchiesmarketing governance pertains to who can or should say what in social media, social media marketing structure focuses on who has the responsibility to post and interac in these m edia. A s the informants emphasized, firms s hould i ntegratesocial mediaThe informantsmarketing in a way that fits with their o verarching strategies.or asets o f benefits that c an emerge from either a hierarchicalidentifieddifferentnetworked structure. However, they recommended that specific decisions about who has the responsibility to interact online with customers, activists, and pundits sh be formally discussed in the organization.4.5.Implications for social media marketing governancerights, and Research on governance usually investigates the structures,responsibilities among different employees in organizations (Freeman & Reed, 1983).-discipline of corporate governance, Information technology (IT) governance, as a subfocuses on specifying which individuals have the responsibility for making decisions on the use of IT (Brown & Grant, 2005). Whereas IT governance traditionally focuses-related purposes, social media can potentially be used byon the use of IT for work(company-granted a ccess) or unofficial(personalany employee in either officialaccount access) capacities. Therefore, the applicability of IT governance research is limited u se when extended to social m edia marketing. S ome companies havedeveloped the idea of educating e mployees about the personal a nd firm-related consequences of “undesirable” social media use through social mediamarketingguidelines andguidelines(Linke &Zerfass, 2013). However, building social mediagovernance into a holistic framework for social media marketing is novel. The role o employees in promoting brands in other contexts (and thus increasing firm value) is(Morhart, Herzog, & Tomczak, 2009).well represented in the academic literatureWeber Shandwick's (2014) recent s tudy reveals a n emerging movement termed“employee activism” in which one-third of the surveyed respondentswere socialwho defended their employers and advocated f or the firm online.media activistsEmployees may be better able to understand the needs of consumers and products that can meet those needs, and they can effectively advocate and promote the firm online. These technologiesall employees to champion the firm. Forhave allowed v irtuallyNordstrom has policies to provide e mployees withexample, the fashion r etailerof social media marketingThis applicationand expectations.knowledge, d irection,governance can increase the overall social media marketing s uccess o f the firm (Nordstrom, 2015; Ross, Beath, & Sebastian, 2015).5.Limitations and future researchavenues forfruitfulSeveral limitationsto the current study s uggest p otentiallyapproach r eveals four d imensions o f strategicfuture research. First, the qualitativesocial media marketing and identifies the extreme points of each dimension. However,of differentto identify the impactfuture researchcould u se quantitative approachespositions on each of these dimensions. Research could also investigate the influenc of each dimension on firm or social media marketing p erformance. For example,studies could try to isolate the effect of each dimension on outcome variables such2013) or, m ore specifically,newconsumer–brand engagement (Schultz & Peltier,is themedia brand engagement (Hennig-Thurau et al., 2010). A second limitationover-representation of European (especially German) informants in the analyses. Prior research d iscusses cross-cultural differences in consumers' u se of social m edia(Bernoff &Li, 2008; World Newsmedia Network, 2015). Furthermore, extantresearch advocates for the adaptation of social media content to the targeted cult(Tsai &Men, 2012). T hus, caution should b ebased on differingconsumer profilestaken in extrapolating the framework to other cultural contexts. Future research mig determine w hether aspects of cultural or economic context add dimensions t o theapproaches r egardingproposed f ramework or whether they simply require differentthe four dimensions.Future research should also investigate how other characteristics, such as cultur the type of firm (e.g., B2B vs. B2C), the industry (e.g., financial services vs.“idealadvertising agency), company size, or available resources, influence a firm'ssocial media marketing. Finally,position” on each of the dimensions o f strategic-regulatory bodies (e.g.,future research could investigate the role of regulatory or selfon social media marketing g overnance a ndWord of Mouth Marketing A ssociation)how firms can create v alue and form core competencies b y superseding t hese requirements.6.ConclusionThis study sheds light on the complex nature of strategic social media marketingis too complex to be managed and executedSocial m edia marketing, in practice,-functional collaborations exclusively by a single individual or even department. Crossalong the four d imensions o f social media marketing a re necessary to successfullynavigate in this dynamic arena.中文译文：战略性社交媒体营销要素：整体框架 摘要 社交媒体营销是21世纪商业的一个组成部分。
新媒体外文翻译文献
新媒体外文翻译文献随着信息技术的飞速发展，新媒体在全球范围内迅速崛起，成为了人们获取信息、交流互动和娱乐消遣的重要渠道。
在学术研究领域，关于新媒体的研究也日益增多，外文文献在这一领域的贡献不容忽视。
新媒体的定义和范畴在不同的研究中存在一定的差异。
一些学者将其定义为基于数字技术、网络技术和移动通讯技术等手段，通过互联网、无线通信网、卫星等渠道以及电脑、手机、数字电视机等终端，向用户提供信息和服务的传播形态。
而另一些学者则从更广泛的角度出发，认为新媒体不仅包括技术层面的创新，还涵盖了由此带来的社会、文化和经济等方面的变革。
在外文文献中，对于新媒体的特点和优势有着深入的探讨。
新媒体具有互动性强的特点，用户不再仅仅是信息的接收者，更是信息的创造者和传播者。
这种互动性打破了传统媒体的单向传播模式，使信息传播更加多元和个性化。
例如，社交媒体平台让用户能够轻松地分享自己的观点、经验和作品，同时也能够及时地与他人进行交流和反馈。
此外，新媒体还具有信息传播速度快、覆盖范围广的优势。
一条新闻或消息可以在瞬间传遍全球，让人们能够及时了解到世界各地的动态。
新媒体对社会各个领域的影响也是外文文献研究的重点之一。
在教育领域，在线教育平台的兴起为学习者提供了更加便捷和灵活的学习方式，打破了时间和空间的限制。
学生可以通过网络课程获取优质的教育资源，与世界各地的教师和同学进行互动交流，提高学习效果。
在商业领域，新媒体为企业提供了新的营销渠道和推广方式。
企业可以利用社交媒体、电子商务平台等进行产品推广和品牌建设，与消费者建立更加紧密的联系，了解市场需求和消费者反馈。
然而，新媒体的发展也带来了一些挑战和问题。
其中，信息过载是一个突出的问题。
由于新媒体平台上的信息数量庞大且更新迅速，用户往往难以筛选出有价值的信息，容易陷入信息的海洋中感到迷茫和困惑。
此外，虚假信息和谣言的传播也是新媒体面临的严峻挑战。
一些不良分子利用新媒体的传播速度快、范围广的特点，散布虚假信息和谣言，造成社会恐慌和不良影响。
试论新媒体环境下我国的政府危机公关
试论新媒体环境下我国的政府危机公关作者：万素雅来源：《新闻世界》2012年第12期【摘要】随着传媒环境的不断变化，特别是新媒体时代的到来，我国政府旧的处理危机事件方式面临着严峻挑战。
应对这一挑战，转变政府在新媒体环境下应对突发性危机事件的公关策略被视为当务之急。
本文通过对新媒体环境下我国政府危机公关发展现状的分析，总结我国政府危机公关在新媒体环境下所存在的问题，并就此提出了改进和完善的相关举措和建议。
【关键词】危机公关政府公关新媒体一、新媒体环境下我国政府危机公关的现状在新媒体时代，信息的发布和接收方式都发生了很大变化，信息的发布者同时也是信息的接受者，信息传播的渠道也得以拓宽，传统媒体环境下控制舆论的方式已经很难起到作用，政府危机公关的传统理念正在被打破。
我国开始倡导政府信息公开，尊重公民的知情权，并正在逐步建立适应新媒体环境的政府危机公关新理念。
特别是随着以公平、公开和互动为特点的网络信息传播平台逐渐兴起之后，我国政府更加重视媒体的信息发布功能并构建与媒体和公众的公共关系，使得我国在政府危机公关方面的理念和处理方式上较传统媒体环境下有了很大进步，这在2009年发生的“成都公交燃烧事件”中得到了充分体现。
在此事件中，成都市政府新闻办在事故发生两小时后就召开了第一次新闻发布会，向社会通报了在此次事故当中遇难的人数及公交车燃烧事故的相关情况。
在事故发生当天的下午2点50分、晚上11点，事故发生的第二天、第三天，又陆续召开了四次新闻发布会，对事故的伤亡人数、原因、安置赔偿等有关情况进行了通报，并在第五次新闻发布会上公布了事故的鉴定结果为“有人携带易燃物品上车”，使得社会舆论向良好方向发展，成都市政府在此次事件的处理中也获得了社会公众的理解和信任。
二、新媒体环境下我国政府危机公关存在的问题长期以来，我国政府形成了靠运用自上而下的行政命令来对社会进行控制的制度和“内外有别、内紧外松”的危机处理政策。
但是在新媒体环境下，如果还是一味的封锁消息，不及时公开信息，只会导致流言甚至谣言横行，加剧社会恐慌。
会展经济与管理新媒体营销中英文对照外文翻译文献
中英文对照外文翻译(文档含英文原文和中文翻译)原文:Social Networks and the Mass MediaAdapted from: American Political Science Review,2013,107 Social networking has become an every day part of many peoples’lives as evidenced by the huge user communities that are part of such networks. Facebook, for instance, was launched in February 2004 by Harvard under graduate students as an alternative to the traditional stud ent directory. In tended to cover interaction between students at Univers ities–Facebook enables individuals to encourage others to joint he network through personalized invitations, friend suggestions and creation of s pecialist groups. Today Facebook has a much wider take up than just s tudents at Universities. Facebook now facilitates interaction between peo ple by enabling sharing of common interests, videos, photos, etc. Sharin g,Some social network populations exceed that of large countries, for example Facebook has over 350 million active users. Social networks provide a platform to facilitate communication and sharing between user s, in an attempt to model real world relationships. Social networking ha s now also extended beyond communication between friends; for instanc e, there are a multitude of integrated applications that are now made a vailable by companies, and some organizations use such applications, su ch as Facebook Connect to authenticate users, i.e. they utilize a user’s Facebook credentials rather than requiring their own credentials(for exa mple the Calgary Airport authority in Canada uses Facebook Connect t o grant access to their WiFi network). This ability to combine a third party application (including its local data) to authenticate users demonstr ates the service-oriented approach to application development. By tappin g into an already established community around a particular social netw orking platform, it becomes unnecessary to require users to register wit h another system.The structure of a Social Network is essentially the formation of a dynamic virtual community with inherent trust relationships between fri ends. (Szmigin et al., 2006) identify how “relationship marketing” (ident ified as referring to all marketing activities directed towards establishing, developing and maintaining successful relational exchanges) can be faci litated through the creation of on-line communities. They discuss how o n-line communities can be used to facilitate interaction and bonding bet ween consumer and suppliers, intermediate parties and specific brands. Similarly, (Shang et al., 2006) discuss how brand loyalty can be achiev ed through various types of participation within an on-line community (focusing specifically on the –a virtual communit y of Apple users in Taiwan). They discuss the motivation for individua ls to promote certain products during on-line discussions (active particip ants) and for others to remain as lurkers (passive participants). The stu dy particularly focuses on the incentives for participants to contribute to an on-line community, based on the perception of a user about the de gree of relevance towards an object that is being discussed –focusing on both cognitive (based on utilitarian motive –concerning an individua l’s concern with the cost and benefit of the product or service) and aff ective (a value-expressive motive, referring to an individual’s interest in enhancing self-esteem or self-conception, and in projecting his/her desir ed self-image to the outside world through the product or service).It is also useful to understand, for instance, how such trust relation ships could be used as a foundation for resource (information, hardware, services) sharing. Cloud environments are typically focused on providin g low level abstractions of computation or storage. Using this approach, a user is able to access (on a short term/rental basis) capacity that is owned by another person or business (generally over a computer networ k). In this way, a user is able to outsource their computing requirement s to an external provider –limiting their exposure to cost associated wi th systems management and energy use. Computation and Storage Clou ds are complementary and act as building blocks from which applicatio ns can be constructed –using a technique referred to as “mash-ups”. S torage Clouds are gaining popularity as a way to extend the capabilities of storage-limited devices such as phones and other mobile devices. T here are also a multitude of commercial Cloud providers such as Amaz on EC2/S3, Google App Engine, Microsoft Azure and also many smalle r scale open clouds like Nimbus (Keahey et al., 2005) and Eucalyptus (Nurmi et al., 2009). A Social Cloud (Chard et al., 2010), on the other hand, is a scalable computing model in which virtualized resources co ntributed by users are dynamically provisioned amongst a group of frie nds. Compensation for use is optional as users may wish to share reso urces without payment, and rather utilize a reciprocal credit (or barter) based model (Andrade et al., 2010). In both cases guarantees are offered through customized Service Level Agreements (SLAs). In a sense, thi s model is similar to a Volunteer computing approach, in that friends s hare resources amongst each other for little to no gain. However, unlik e Volunteer models there is inherent accountability through existing frie nd relationships. There are a number of advantages gained by leveraging social networking platforms, in particular one can gain access to hug e user communities, can exploit existing user management functionality, and rely on pre-established trust formed through existing user relations hips.The author thanks Jason Barabas, Jon Bendor, Ted Carmines, Jami e Druckman, John Freeman, Matt Golder, Sona Golder, Bob Jackson, J enn Jerit, Kris Kanthak, ?zge Kemahlioglu, Charlotte Lee, Valerie Marti nez-Ebers, Adam Meirowitz, Scott McClurg, Will Moore, Chris Reenock, John Ryan, John Scholz, Jake Shapiro, Anand Sokhey, Jeff Staton, Ji m Stimson, Craig Volden, Jon Woon, four very helpful anonymous revi ewers, and audiences in the Political Economics group at the Stanford GSB, Political Science departments at FSU, GWU, Minnesota, Pittsburg h, and Stony Brook, and the Frank Batten School of Leadership and P ublic Policy at UVa. Any errors are my own.To begin to answer this question, I develop a novel theory of aggr egate opinion and behavior. The theory considers a heterogeneous popul ation of individuals who must choose between dichotomous options. It incorporates the interaction of social network and mass media influences at the individual level; its key assumption is that the more others cho ose an option, the more one is apt to do so as well. In the theory, soc ial networks provide information about the choices of those to whom o ne is directly connected, while the mass media provide (potentially bias ed) information about aggregate choice. The theory thus applies to, for example, voter turnout and political participation (e.g., Gerber, Green, a nd Larimer 2008; Lake and Huckfeldt 1998; Leighley 1990; McClurg 2 003; Rolfe 2012), opinion formation (e.g., Beck et al. 2002; Druckman and Nelson 2003; Huckfeldt and Sprague 1995), protests and social mo vements (e.g., Kuran 1991; McAdam 1986), and vote choice (e.g., Beck 2002; Huckfeldt and Sprague 1995; Ryan 2011; Sinclair 2012; Sokhey and McClurg 2012).Three major results follow from this theory. All hold both when in dividuals treat media identically and when they select into media in lin e with their preferences. First, understanding the aggregate effect of the media generally requires considering social networks, because social ne twork structure conditions media's impact. For example, additional weak ties between disparate social groups can reduce the media's impact, an d the presence of unified social elites can eliminate the media's impact entirely in the aggregate. Empirical studies of media impact that fail t o consider media's interaction with social networks risk bias.Second, social networks can amplify the effect of media bias. A bi ased media outlet that systematically under- or over-reports a poll of th e population by a only a few percentage points can in some cases swi ng aggregate behavior (e.g., turnout or vote share) by over 20% in eith er direction due to positive feedback within the network. Open advocate s in the media can have a yet larger impact even when not comparativ ely influential. Unified social elites limit the effect of media bias, but c annot fully counter an advocate; selection into media, made ever easier with technological improvements, tends to enhance the effect of bias. We should therefore expect media bias to become increasingly importan t to aggregate behavior.AN INDIVIDUAL-LEVEL THEORY OF AGGREGATE BEHAVIO RThough I present a theory of aggregate behavior, it is based on in dividual-level assumptions informed by what we know about the way p ersonal characteristics, social networks, and mass media outlets affect in dividual behavior. Due to this, the theory can explore the effect that int eractions between these three factors have on aggregate behavior. As i mportantly, the theory incorporates empirically realistic heterogeneity acr oss people in allthree factors.Additionally, people are exposed to individuals, groups, and organiz ations external to one's network, such as mass media outlets, state prop aganda, national party leaders, NGOs, and Internet personalities. These outlets can provide information, increasing political knowledge.As this small sampling of large literatures indicates, individuals' de cisions are influenced by the information they obtain via both local soc ial networks and global media outlets. However, comparatively little sch olarship has explored the three-way interaction of personal characteristic s, social networks, and mediaIn the second type of bias, which I call advocacy, the media outle t simply states a preference for one of the options, providing no inform ation about aggregate support. The goal in advocacy is to sway the po pulation toward one or the other option. As before, many goals could u nderlie advocacy beyond just the support of a biased media outlet's pre ferences. Advocacy represents the editorial power of the media or the i nfluence of an external actor; it is a "one-message" model (Zaller 1992).I focus my analysis in all three sections on the case in which one of the two options is the status quo, and all individuals begin supporti ng it. For political participation and social movements, the status quo is not participating. For opinion formation and vote choice, the status qu o is an existing option such as a policy in place or an incumbent politician, as contrasted with an alternative such as a newly proposed policy or a challenging politician. For simplicity I subsequently call participat ion the option that is not the status quo; this should be read as "partici pation in support of" the option that is not the status quo in contexts o ther than political participation or social movements.In my analysis I simultaneously vary media strength, network prop erties, media bias, and, for two outlets, the strength of the L outlet. Th ough I keep my analysis to two biased outlets, it can easily be extende d to multiple biased outlets with the addition of parameters dictating th eir relative strengths.二、译文社交网络和大众传媒社交网络已经成为许多人每天生活的一部分，即证明了这种网络庞大的用户群体。
政府对公共舆论的管理外文翻译文献
政府对公共舆论的管理外文翻译文献 (文档含中英文对照即英文原文和中文翻译)原文：New Public Management and the Quality ofGovernment:Coping with the New Political Governance in CanadaPeter AucoinDalhousie UniversityHalifax, CanadaConference on ‘New Public Management and the Quality of Government’,SOG and the Quality of Government Institute,University of GothenburgSweden13-15 November 2008A tension between New Public Management (NPM) and good governance, including good public administration, has long been assumed by those who regard the structures and practices advocated and brought about by NPM as departing from the principles and norms of good governance that underpinned traditional public administration (Savoie 1994). The concern has not abated (Savoie 2008).As this dynamic has played out over the past three decades, however, there emerged an even more significant challenge not only to the traditional structures, practices and values of the professional, non-partisan public service but also to those reforms introduced by NPM that have gained wide, if not universal, acceptance as positive development in public administration. This challenge is what I call New Political Governance (NPG). It is NPG, and not NPM, I argue, that constitutes the principal threat to good governance, including good public administration, and thus the Quality of Government (QoG) as defined by Rothstein and Teorell (2008). It is a threat to the extent that partisans in government, sometimes overtly, mostly covertly, seek to use and override the public service – an impartial institution of government –to better secure their partisan advantage (Campbell 2007; MacDermott 2008 a, 2008b). In so doing, these governors engage in a politicization of the public service and its administration of public business that constitutes a form of political corruption that cannot but undermine good governance. NPM is not a cause of this politicization, I argue, but it is an intervening factor insofar as NPM reforms, among other reforms of the last three decades, have had the effect of publicly exposing the public service in ways that have made it more vulnerable to political pressures on the part of the political executive.I examine this phenomenon by looking primarily at the case of Canada, but with a number of comparative Westminster references. I consider the phenomenon to be an international one, affecting most, if not all, Western democracies. The pressures outlined below are virtually the same everywhere. The responses vary somewhat because of political leadership and the institutional differences between systems, even in the Westminster systems. The phenomenon must also be viewed in the context of time, given both the emergence of the pressures that led to NPM in the first instance, as a new management-focused approach to public administration, and the emergenceof the different pressures that now contribute to NPG, as a politicized approach to governance with important implications for public administration, and especially for impartiality, performance and accountability.New Public Management in the Canadian ContextSince the early 1980s, NPM has taken several different forms in various jurisdictions. Adopting private-sector management practices was seen by some as a part,even if a minor part, of the broader neo-conservative/neo-liberal political economy movement that demanded wholesale privatization of government enterprises and public services, extensive deregulation of private enterprises, and significant reductions in public spending –‘rolling back the state’, as it was put a at the outset (Hood 1991). By some accounts, almost everything that changed over the past quarter of a century is attributed to NPM. In virtually every jurisdiction, nonetheless, NPM, as public management reform, was at least originally about achieving greater economy and efficiency in the management of public resources in government operations and in the delivery of public services (Pollitt 1990). The focus, in short, was on ‘management’.Achieving greater economy in the use of public resources was at the forefront of concerns, given the fiscal and budgetary situations facing all governments in the 1970s,and managerial efficiency was not far behind, given assumptions about the impoverished quality of management in public services everywhere.By the turn of the century, moreover, NPM, as improved public management in this limited sense, was well embedded in almost all governments, at least as the norm (although it was not always or everywhere referred to as NPM). This meant increased managerial authority, discretion and flexibility:•for managing public resources (financial and human);•for managing public-service delivery systems; and,•for collaborating with other public-sector agencies as well as with privatesector agencies in tackling horizontal – multi-organizational and/or multisectoral– issues.This increased managerial authority, flexibility and discretion was, in some jurisdictions, notably the Britain and New Zealand, coupled with increasedorganizational differentiation, as evidenced by a proliferation of departments and agencies with narrowed mandates, many with a single purpose. “Agencification’, however, was not a major focus reform in all jurisdictions, including Canada and Australia where such change, if not on the margins, was clearly secondary to enhanced managerial authority and responsibility (Pollitt and Talbot 2004).The major NPM innovations quickly led to concerns, especially in those jurisdictions where these developments were most advanced, about a loss of public service coherence and corporate capacity, on the one hand, and a diminished sense of and commitment to public-service ethos, ethics and values, on the other. Reactions to these concerns produced some retreat, reversals, and re-balancing of the systems in questions (Halligan 2006). Nowhere, however, was there a wholesale rejection of NPM, in theory or practice, and a return to traditional public administration, even if there necessarily emerged some tension between rhetoric and action (Gregory 2006). The improvements in public management brought about by at least some aspects of NPM were simply too obvious, even if these improvements were modest in comparison to the original claims of NPM proponents.At the same time that NPM became a major force for change in public administration, however, it was accompanied by a companion force that saw political executives seeking to assert greater political control over the administration and apparatus of the state, not only in the formulation of public policies but also in the administration of public services. Accordingly, from the start, at least in the Anglo-American systems, there was a fundamental paradox as political executives, on both the left and the right sides of the partisan-political divide, sought to (re)assert dominance over their public-service bureaucracies while simultaneously devolving greater management authority to them (Aucoin 1990).The impetus for this dynamic lay in the dissatisfaction of many political executives with the ‘responsiveness’ of publ ic servants to the political authority and policy agendas of these elected officials. Public choice and principal-agency theories provided the ideological justifications for taking action against what were perceived as self-serving bureaucrats (Boston 1996). Beyond theory and ideology, however, the practice of public administration by professional public servants in some jurisdictions,notably Australia, Britain and New Zealand, offered more than sufficient evidence to political leaders of a public-service culture that gave only grudging acceptance, at best, to the capacity of elected politicians to determine what constituted the ‘public interest’ in public policy and administration.The Canadian case is of interest, I suggest, for several reasons. In comparative perspective, Canada did not approach public management reform with much of an ideological perspective. When the Conservatives defeated the centrist Liberals in 1984, neither the new prime minister, Brian Mulroney, nor his leading ministers were hardcore neo-conservatives in the Ronald Reagan or Margaret Thatcher mold. At that time, and until the end of the Conservative government in 1993, the party was essentially a centrist party in the Canadian ‘brokerage’ party tradition. While important aspects of neoliberalism unfolded, especially under the umbrella of economic deregulation that came with a free-trade agreement with the United States, there were no major administrative reforms that were politically driven. Pragmatism prevailed (Gow 2004). As a result, the reforms initiated during this period were essentially undertakings of the professional public-service leadership that sought to stay abreast with developments elsewhere. The scope and depth of these reforms were affected, however, by the extent to which ministers wanted to maintain an active involvement in administration (Aucoin 1995).By comparison to developments elsewhere, Canadian ministers were less inclined to worry about the professional public service being unresponsive to their political direction. Nonetheless, the Mulroney regime saw an expansion in the number, roles and influence of ‘political staff’ appointed to ministers’ offices, most notably in the Prime Minister’s Office (PMO). These staff, who have grown continuously in num ber over the past four decades, are not public servants, although they are employed on the public payroll. Unlike public servants, who are appointed independently of ministers, political staff are appointed and dismissed at the discretion of ministers and, of course, they have no tenure beyond their ministers. And, in official constitutional doctrine, they have no separate authority to direct the public service. In the Canadian tradition, moreover, they are appointed almost exclusively from partisan-political circles and appointees rarely possess any public service experience.For all these reasons, the Canadian government did not go as far down the NPM road as its three major Westminster counterparts (Australia, Britain and New Zealand) in terms of such matters as ‘agencification,’ devolution, term contracts for executives, external recruitment, or contracting-out. And, the reforms that did occur did not fundamentally transform the traditional administrative architecture. Throughout, there was retained, and even further developed:•an integrated public service, with the most senior levels drawn from the career public service and managed and deployed as a corporate executive resource; •departmental organizations, structured hierarchically with the minister as political executive and combining public policy and operational/service delivery responsibilities; and,•public administrative structures for addressing both corporate or governmentwide concerns and horizontal policy and service delivery issues.These features were seen as strengths of the Canadian approach (Bourgon 1998; Lindquist 2006; Dunn 2002).At the same time, reforms were initiated to improve public management that followed the principal NPM script: some measure of devolution of management authority from central management agencies to the senior public-service executives of line departments for (a) achieving greater economy and efficiency in the use of public resources, (b) improving service delivery, and (c) enhancing collaboration across departments to address those wicked ‘horizontal’ problems that defy government’s organizational boundaries (Bakvis and Juillet 2004).Further, in addressing one major challenge that was critical in the first years of NPM, namely, the fiscal crisis of the state in the latter part of the 20th century, the record of Canada was at first dismal and then dramatically successful. While the Conservative government, in power from 1984-93, was unable to wrestle annual deficits to the ground, a major program-budget review initiated following the Liberal Party victory in 1993 resulted, in surprisingly short order, in annual multi-billion dollar budget surpluses for over a decade – the best record in the G-8 nations (a group that does not include Australia which has had a similar experience with very large budget surpluses). On this front, political will and discipline, but not ideology, was adecisive force.By the first decade of the 21st century, moreover, Canada also came to be ranked first both in E-Government and in Service Delivery on one major international scorecard. On this front, the fact that the public service has been able to operate essentially on its own has helped spur progress. The Canadian emphasis on citizen-centred service drew ins piration from the NPM focus on ‘customers’ but, at the same time, paid serious attention to the priorities of citizens as defined by citizens –the outside-in perspective that enabled a significant advance in integrated service delivery structures and processes using multiple channels of service (Flumian, Coe and Kernaghan 2007). The Canadian methodology for this performance-based approach to service-delivery measurement and improvement is being adopted elsewhere in the Westminster systems.Finally, and clearly on a much less positive note, a good deal of attention has been required in Canada over the past decade to codes of ethics, public service values, transparency, comptrollership, and public accountability –thanks in large part to a series of alleged and real political-administrative scandals! Not surprisingly, this is where NPG and its effects on the quality of government can be witnessed in spades.译文：新公共化管理与政府质量：符合加拿大的新的政治治理彼得奥克达尔豪西大学哈利法克斯，加拿大在会议上发表“新公共管理与政府质量”SOG和政府机构的质量，哥德堡大学瑞典2008年11月13日至15日新公共管理（NPM）和良好的管理之间的张力，包括长期以来一直承担那些倡导结构和做法和把带来关于新公共管理作为善政的原则和传统的公共规范作为基础的良好的公共行政（萨瓦1994年）。
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新媒体环境下的政府危机公关外文翻译文献(文档含英文原文和中文翻译)翻译:新媒体环境下政府危机公关的内核解读[摘要]当今社会的一个特点是多种矛盾并存，社会矛盾的频发也是政府遭遇危机的一个主要原因，另一方面全新的媒体环境也在发生快速的变化，在面对复杂的媒体环境时，能否妥善处理危机事件，是目前政府执政能力的一大考验。
本文主要针对处理危机公关的原则性的内核进行剖析，一改大多数研究者将关注度集中在新媒体环境的变化这一角度，提出了自己的创新见解。
[关键词]政府危机公关；媒体环境；信心；诚心；决心新媒体环境下政府危机公关是当前每个政府部门都应该高度重视的问题，一方面在转型时期群体性危机事件频发，非典的恐慌性蔓延，汶川地震、奶粉事件、动车事故等不断发生的危机事件，对政府的执政能力和社会稳定都是一个严峻的考验；另一方面，21世纪人类社会进入了一个全新的信息时代，人们的信息来源正在从传统的电视、报纸等媒体转变到互联网、手机、电子书等新兴媒体。
微博、论坛、社区等一些全新的信息交流手段，使政府的公文发布和对外公关正在进入一个全新的模式。
基于以上两点，政府的危机公关也就成为各个学者研究的热点。
一、概念解析在对政府危机公关进行分析之前，首先要弄清楚危机的概念。
根据美国学者罗森塔尔对危机的定义：危机就是对一个社会系统的基本价值观和行为准则架构产生严重威胁，并且在时间压力和不确定性极高的情况下，必须做出关键决策的事件。
危机的特性有突发性、危害性、不确定性和两面性，危机一旦发生所带来的危害是非常严重的。
因此，充分认识危机的含义及特点是处理好危机的首要前提。
所谓政府危机公关，就是政府在危机状态下，为了生存发展和顺利实现政府职能，通过传播沟通、塑造形象、平衡利益、协调关系等方式来优化社会心理环境、影响公众、化解危机的科学与艺术。
政府危机公关属于公共行政管理过程和行为的一种，其重要功能是向公众提供真实且及时的有关危机事件的信息，并且采取多种措施将危机的危害降低到最小，以赢得公众对政府现行公共政策和紧急处理措施的理解支持和配合，为进一步动员和调集社会资源对危机事件的处理打下舆论基础。
二、政府危机公关的误区（一）大事化小，小事化了“大事化小，小事化了”是我们很多政府官员对于危机的一贯态度，他们往往对危机存在侥幸心理，最好不发生，一旦发生就采用“围、堵、截”的方式，尽量不声张，悄无声息地处理掉，就像什么事情也没有发生过一样。
其实，这是自欺欺人，群众的眼睛是雪亮的。
更何况在当前如此发达的媒体环境下，政府是处在每个公众的监督之中的。
微博、视频播客，这些无形的眼睛时时都在观察着社会的每一个角落，根本就不可能将已经发生的事情蒸发掉，安徽官二代毁容事件，郭美美红十字会丑闻这些是典型例子。
至于对危机的侥幸心理更是幼稚，危机是不可避免的。
美国政治学家亨廷顿指出：“一个高度传统化的社会和一个已经实现现代化的社会，其社会运行是稳定而有序的，而一个处在社会急剧变动的、社会体制转轨的现代化之中的社会（即过渡社会），往往充满着各种社会冲突和动荡。
”当前我国就处于这个转型过渡的时期，社会矛盾频繁发生，各种文化交织，难免会出现一些突发的危机事件。
“大事化小，小事化了”的这种消极思想是政府进行危机公关首先要克服的，直面危机才是处理危机的正确态度。
（二）过于在公关手段上下工夫信息时代的高速变化，政府现在都已深刻体会了，因此所采用的一些新的公关手段也是层出不穷，官员开微博、现场网上解答公众疑问、和公众网络视频，或者是赞助各种网络选秀活动，参加冠名电视节目宣传城市形象等等。
这些都是在新的媒体环境下政府的应对措施，可谓百花齐放，百家争鸣，从宣传造势的角度起到了积极的作用。
当然，我们应该充分认识到媒体环境的变化对于政府危机公关的影响，很多学者也针对新的网络环境、媒体环境对于政府提出的挑战进行了大量的研究，提出了非常多的可行性建议。
政府应该在认识到舆论媒体环境变化的同时，采取一系列的新型手段去应对，与时俱进，走电子政务的道路。
但是我们不能本末倒置，一味地在方式方法上去做文章，下工夫，反倒忽略了政府危机公关的本质所在：政府对于危机应该以什么样的心态去对待。
三、政府危机公关的内核解读在对政府危机公关的内核进行解读时我们先对危机进行分类，然后分类解读。
根据前面对于危机的定义和特点，结合我国近几年来发生的危机事件的实例，我们将当前我国的危机事件分为三类：一是灾害类，主要是指一些自然灾害，地震、森林火灾、火山爆发、海啸、洪涝灾害、风灾等等。
二是事故，主要是指一些人为因素导致的严重事故，如矿难、食品安全事故、交通事故、建筑事故、医药造假事故、公共安全事故、公共卫生事件等。
三是行为，主要是指政府机关工作人员行为不检点，造成恶果的一些错误行为，官员行贿受贿、以权谋私、违法犯法、搞特权化等等。
三类危机各自都有自己的特点，在进行危机公关时也都有不同，应该分类解读。
（一）灾害类危机公关——信心灾害类危机最大特点是突发性，破坏性，一旦发生自然灾害，破坏性很强，且受到牵连的公众人数多，受害面积广，老百姓心理脆弱恐慌。
这个时候对政府的危机公关要求就是要表信心，政府如果都乱套了，民众就更加恐慌，这种恐慌心理会使灾害的恶性影响更加严重。
政府只有在处理这类危机时信心百倍，民众才能感到踏实，才能积极配合政府开展一系列灾后自救重建的措施。
因此，政府的所有公关行为都应该围绕信心展开，处处彰显出处理灾害的满怀信心，用信心去鼓舞灾害民众重建的精气神。
汶川地震就是这类危机中政府危机公关的一个非常成功的例子。
汶川地震受灾面积之广、涉及人数之多、情况之严重无需再赘述，今天谈起来人们都还心有余悸。
我国政府在面对汶川地震这次危机时，正是靠信心实现了抗震救灾的胜利。
党中央国务院在发生汶川地震的第一时间，沉着冷静，立即部署抗震救灾工作，兵分三路，一路由温家宝总理带领亲赴灾区，指挥抗灾，这对于灾区人民的心灵安慰是无法用言语代替的；一路解放军队伍排除万难全速向重灾区北川强行军，这对于灾区群众来说又是一大保障；另一路是新闻媒体全天24小时跟踪报道，调集全国各种资源，向灾区挺进，实现全民救灾，体现了中华民族一方有难八方支援的优良传统。
这三条线路抗灾的部署，充分体现了我国政府在危机面前敢于直面危机，信心百倍地处理危机的大国风范，也是世界上危机公关成功的典型案例之一，世界各国媒体对中国政府在这次危机面前所表现出的信心和能力给予非常高的评价。
事实也证明，政府在处理危机时所表现出来的信心，感染了每一个受灾的群众，使他们勇于自救，增强了重树生活的信心，同时也感染了每一个中华儿女，使民族自豪感空前高涨，堪称爱国主义教育的最好形式。
可见，信心是政府处理灾害类危机事件的内核，政府应该围绕信心开展一系列公关活动，借助当前的舆论环境宣传，尽快使人民恢复生产生活的信心，从而将灾害的损失降到最低。
（二）事故类危机公关——诚心事故类危机处理的难点是最怕以讹传讹，对于事故原因、伤亡人数、财产损失人们往往容易道听途说，谣言四起，这种谣言传播的危害有时候比事故本身的损失还难以修复，公众会因此对政府持怀疑态度，继而对政府的救助措施采取抵触情绪，影响事故救助的进程，造成不必要的损失。
因此，事故类危机公关的内核为诚心，政府在事故发生后，应该诚实地公布相关数据和救助过程，表明政府对待事故的诚心，给老百姓一个真实的交代和说法，不能采用“围、堵、截”的方式，进行掩盖遮掩。
事实真相是不容置疑的，每个民众都有事实的知情权，遮掩只能是伤了民众的心，这种损失比物质上的损失更难去弥补。
去年7月温甬线动车事故的处理就是一个反面教材。
铁道部在这次危机公关时就犯了大忌，对于事故原因迟迟不给说法，对于伤亡人数及救助过程的答复总是忽略重点，避免要害，在回答记者质疑时也是朝令夕改，闪烁其辞，“不管你信不信，反正我信了”这种态度和做法，无疑就是传达给民众一个信息：铁道部在对于这次死伤人数众多的事故中缺少最为基本的诚心。
因为少了诚心也就丢失了公众的信任支持，使自己成为民众支持率最低的部门。
尽管后来铁道部采取了众多弥补措施，但都很难改变公众的看法。
正如一位网友在网上的帖子回复的，“事故发生了，并不可怕，老百姓希望的是尽快找到原因，避免下一次出现同样的事故”。
诚心是政府进行事故类危机公关的出发点，诚心表明政府能够认识到自己的错误，承认错误，这样才能在今后的工作中改正错误。
（三）行为类危机公关——决心行为类危机相对于其他两类的危机最大的特点是：它伤害的是民众的心。
由于政府工作人员个人的不良行为，导致人们对政府工作廉洁性公正性的怀疑，这和政府提倡高效廉洁服务型政府的观点背道而驰。
因此，政府在应对这种危机时，应该显示出决心，一定严惩这种行为，坚决采取措施杜绝这种现象，力求挽回政府的良好形象，为民众提供一个公平公正的办事环境。
这类危机的处理相对也是最为困难和敏感的，也是目前我们党面临的严重问题。
温家宝总理在今年两会后提出的“让权力在阳光下运行”正表明了党中央在反腐败中的决心，这也给老百姓吃了一颗定心丸。
今后各级政府在面对老百姓的质疑时，应果断表示出处理的决心，坚决执行法律面前人人平等的准则，公开审理相关案件，借助新媒体环境，开展多种公关活动，公开接受公众的监督，让行政权力良性运作。
总之，政府在遇到危机开展公关活动时，如果能够坚持以信心、诚心和决心为原则，将心比心，再结合新媒体环境的特点，在方式方法上进行改进创新，相信肯定能够取得积极乐观的效果，得到公众的支持，形成一种良好的政府与公众的关系。
外文原文:The core interpretation for Government crisis managementunder new media environment[Abstract]A variety of contradiction coexists and characterizes today's society. The frequency of social contradictions is one of the main causes for that government encounters various crises. On the other hand, the brand new media environment changes fast; in the face of a complex media environment, whether government can properly deal with crisis is a big test for government’s governing capacity. This article mainly aims at analyzing the principle core on how to deal with the crisis, The author puts forward his own innovative ideas which greatly differs from the most researchers who will focus their attention on the changes of new media environment,[Key words] government crisis management, media environment, confidence, sincerity, determinationEach government department should pay great attention to the government crisis management under new media environment. On one hand, SARS, Wenchuan earthquake, Milk powder incident, Power train sets accidents occurred sequent; such frequently occurred group crisis during transition period are severe test of the government's governing capacity and social stability; On the other hand, human society enters a new information era in 21st century; the information source is transitioning from traditional television, newspapers and other media to the Internet, mobile phone, e-books and other emerging media. The brand new communication tools such as micro-blog, forum, and community make government document release and public relations entering a new mode. Based on the above two points, the government crisis management has become the focus of various studies.A. Concept AnalysisWe should clarify the concept of crisis before analyzing the government crisis management. The US scholar Rosenthal defines crisis as: the crisis is the basic value of a social system view and behavior criterion framework produces serious threats, and in thetime of pressure and uncertainty of the situation, we must make the crucial decisions of the event. Crisis characterizes with sudden, perniciousness, uncertainty and dual-aspect, and will bring serious damage. Therefore, it’s a prerequisite to fully understand the meaning and characteristics of the crisis to deal with crisis.The so-called government crisis PR is a way that government under crisis optimize psychosocial environment, affect public, defuse crisis by communication, image-building, balancing interest, coordinating relations, for survival and development and fulfillment of government function. A government crisis public relation is a kind of public administration management process and behavior, and its important function is to provide true and timely information to public, and take various measures to minimize damage of crisis, to win the public understanding, cooperation and support of government's public policy and emergency treatment, in order to mobilize and the mobilization of social resources to the processing of the crisis event lay the basis of consensus of opinion.B. Misunderstanding of the government crisis public relationsa) Quash the affair“Quash the affair” is consistent attitude of ma ny government officials on crisis, and those officials often take changes by thinking crisis won’t occur. However, once crisis does occur, they will use way of "enclosing, tracking, and blocking" to handle crisis quietly as if nothing had happened. In fact, it is to deceive their selves and others, because people's eyes are sharp. Moreover, the developed modern media environment exposes the government under every citizen’s supervision. The invisible eyes such as micro-blog, video podcasts always watches every corner of society, therefore there is no way to hide the facts.Anhui's two generation of disfiguring, Meimei Guo Red Cross scandal are typical examples. As for the crisis fluky psychology is very childish, crisis is inevitable, the American political scientist Huntington pointed out: "a highly traditional society and a have to realize the modernization of society, the society is stable and orderly, and a sudden change in the social transition, social modernization the society (namely Transitional Societ y), often full of all kinds of social conflicts and turbulence”. Current our country is in the transition period, social conflicts occur frequently, various cultures,and there will inevitably be some unexpected crisis. "Quash the affair" is the government crisis public relations must first overcome; facing the crisis is the correct attitude to deal with the crisis.b) Too much in public relations effortsThe rapid change in the information age, the government now has a profound experience, so some new public relations the method also emerge in an endless stream, official micro-blog site open, online answer doubt, the public and public network video, or sponsorship of various network draft activities, to participate in the crown TV programs to promote the city image etc. These are the measures, the government's new media environment is all flowers bloom together, contention of a hundred schools of thought, from the perspective of propaganda plays a positive role. Of course, we should be fully aware of the media environment change for the influence of government public relations crisis, many scholars in the network environment, the new media environment to challenge governments have done a lot of research, the feasibility of the recommendations put forward very much. The government should realize the media environment changes at the same time, take a series of new means to deal with, keep pace with the times, walking the road of e-government. But we can't have the order reversed, blindly to do the work, on the way up, but ignored the essence of government crisis public relations is: the government for crisis should to deal with what kind of state of mind.C. The kernel of the government crisis PRInterpretation in the public relations of government crisis kernel when we first classify the crisis, then the classification interpretation. According to the front for the definition and characteristics of the crisis, combined with our country in recent years and examples to crisis events, we will present our crisis events are divided into three categories: one category is the disaster, is mainly refers to some natural disasters, earthquakes, forest fires, volcano eruptions, tsunamis, floods, storms and so on. One is the accident, mainly refers to the serious accident caused some man-made factors, such as mining, food safety accidents, traffic accidents, construction accidents, medical fraud accidents, public safety, public health events. Third is the behavior of classes, mainlyrefers to the government staff misconduct, some errors caused by the behavior of evil, the bribery of officials, power, illegal crime, privilege and so on. The three kind of crisis each have their own characteristics, in crisis public relations also has a different interpretation should be classified.a) Disaster crisis public relations -- confidenceThe characteristics of disaster crisis is sudden, devastating, upon the occurrence of a natural disaster, very destructive, and by the number of public involvement is numerous, the damaged area is wide, the people panic psychological vulnerability. This time the government crisis public relations is to confidence, if the government is out of order, people will panic, malignant influence the panic will cause more serious disaster. Only if the government in dealing with this kind of crisis of confidence, people can feel at ease, to cooperate actively carry out a series of post-disaster self-help measures the government reconstruction. Therefore, all PR government actions should be centered on confidence, everywhere highlight processing disaster with confidence, faith to inspire people to rebuild the spirit of disaster. A very successful example of government crisis in Wenchuan earthquake is this kind of crisis public relations.The Wenchuan earthquake disaster area is wide, involving serious without number, the need to repeat, today about people still have a lingering fear. The Chinese government in the face of the crisis, Wenchuan earthquake, it is by faith achieved the victory of earthquake relief. The Party Central Committee and the State Council for the first time, of the Wenchuan earthquake is calm, the immediate deployment of earthquake relief work, a route Jiabao Wen 's prime minister visited the disaster area command, disaster, it is can not use words to substitute for the people of disaster areas comfort; a road of Liberation Army team push aside all obstacles and difficulties at full speed to the heavy disaster area Beichuan force and, this is a security for the people in the disaster areas; the other is a news media tracking reports 24 hours a day, to mobilize various resources throughout the country, to the disaster zone, to achieve universal relief, embodies the fine tradition of the Chinese nation party is difficult to help comes from all quarters. These three lines and deployment, fully embodies the Chinese government dare to face the crisis in the face of crisis, confidence crisis of big power, one of the typicalcase is the world's successful crisis management, media around the world and gave a very high evaluation to the Chinese government expressed in this crisis of confidence and ability. In fact, the government has shown in dealing with the crisis of confidence, infected every affected people, so that they dare to self-help, enhanced the restore confidence in life, but also infected every Chinese people, so the sense of national pride unprecedented upsurge, the best form of his patriotic education. Visible, confidence is the government kernel processing disaster crises, the government should carry out a series of public relations activities around the confidence, with the help of the current environment of public opinion propaganda, as soon as possible to enable people to resume production confidence in life, the disaster losses to a minimum.b) Accident crisis public relations -- sincereAccident crisis processing difficulty is most afraid of circulate erroneous reports, for the cause of the accident, the number of casualties, property loss, people tend to hearsay, the harm of the spread of rumors sometimes than the accident loss is also difficult to repair, the public will be skeptical of the government, the government relief measures taken to emotional conflict, influence the process of accident rescue, resulting in unnecessary losses. Therefore, accident crisis PR kernel for sincerity, government after the accident, should be honest to data released and rescue procedure, that the government treat accident sincere, give people a real account and statement, cannot use "enclose, block up，check" way to cover up, conceal. The truth is allow all doubt, each people have the right to know the truth, to cover only hurt the hearts of the people, the loss ratio of material loss is more difficult to make up for. Last year July temperature Wenyongxian crash is a textbook. The Ministry of Railways committed a taboo in the crisis public relations, for the cause of the accident has not give parlance, the casualties and the rescue process replies are always ignore the key, the key is to avoid, inconstant in policy, in answer to a reporter's question mince words, "whether you believe it or not, anyway I believe" this attitude and practice, no doubt is to convey to the public a information: the Ministry of Railways in the large number of deaths and injuries in the accident lack the most basic sincerity. Because less sincere also lost the trust of the public support, make oneself become public support rate is the lowest in the department. Although the Ministryof Railways has taken many measures to make up for, but it will be very difficult to change public opinion. As a net friend in the post, "the accident happened, is not terrible, people hope is to find the reason as soon as possible, to avoid similar accident next Sincerity is the starting point of government accident crisis public relations, sincerely that the government can recognize their mistakes, admit mistakes, so as to correct the mistakes in the future work.c) The behavior of public relations crisis -- DeterminationThe behavior of the crisis compared with other two kinds of crisis is the biggest: it hurts the hearts of the people. because the government staff individual behavior, cause people to the work of the government integrity impartiality suspicions, which draw further apart and government to promote clean and efficient service-oriented government perspective. Therefore, the government in responding to the crisis, should show determination, must punish such behavior, adopt firm measures to put an end to this phenomenon, and strive to restore the good image of the government, to provide a fair environment for people. This kind of crisis relatively is also the most difficult and sensitive, it is also a serious problem we now facing the party. Premier Wen Jiabao put forward in the NPC and CPPCC this year after "let the power run in the sun" is that the determination of the Party Central Committee in anti-corruption, which also had a reassurance to the people. Future levels of government in the face of common people's question, should decisively expressed determination to deal with, resolutely implement the equality before the law criterion, a public hearing relevant cases, with the help of the new media environment, to carry out a variety of public relations activities, public acceptance of public supervision, let the administrative power operation.In short, the government in the face of crisis public relations activities, if we can adhere to the faith, sincerity and determination principle, feel for others, combined with the characteristics of the new media environment, improvement and innovation in the ways and means, that was sure to get a positive effect, have public support, the formation of the relationship between the government and the public a good the.谢谢下载，祝您生活愉快！。