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This paper begins by discussing two contrasting approaches to health care. The first approach is that of principlism, which emphasises four universal principles: respect for autonomy; beneficence; non‐maleficence; and justice. The second approach is the ethics of care that emphasise the importance of the relationship between the cared‐for and the one caring, rather than abstract principles. The problems with both of these approaches are highlighted, before arguing that an approach based on virtue ethics is more appropriate and better suited to health care ethics. Finally, by drawing on the conclusions of research undertaken with chronically ill people, the paper explores what this approach might mean for an approach that stresses dignity as a core value in health care ethics.

The purpose of this paper is to understand how communication strategies and the use of numbers can ensure the buy-in and cooperation of stakeholders.

Drawing on legitimacy theory, this study analysis documents regarding the communication strategies of New Zealand (NZ)'s Prime Minster, Jacinda Ardern, during the COVID-19 pandemic, in order to extract lessons for organizations. The authors contrast Ardern's communications with those of Donald Trump, the President of the United States (US), as evidence that leaders do not necessarily follow these strategies.

The findings show that clear, consistent and credible communications, backed up by open access to the numerical data that underlie the decisions, ensure that these decisions are seen as legitimate, ensure that citizens/stakeholders feel leaders are accountable and believe in the necessity of measures taken and that they conform to the guidelines and rules. By contrast, the strategy of attempting to withhold information, blaming others, refusing to acknowledge that there are problems and refusing to address problems lead to non-conformance by citizens/stakeholders. Business leaders could apply these lessons to the management of crises in their organizations to ensure buy-in from employees and other stakeholders. Leaders and organizations that follow these communication strategies can emerge in a stronger position than before the crisis.

This paper develops a theoretical framework of strategies aimed at maintaining and disrupting legitimacy among key audiences, which can be used in future research.

This paper highlighting how organizations and organizational leaders can best communicate with stakeholders using accounting, thus coming across as being accountable during crisis times.

The legitimacy maintenance strategies outlined in this paper ensures that stakeholders feel leaders and the organizations they represent hold themselves accountable.

This paper outlines the lessons that an organization can learn from communication strategies adopted by governments during the COVID-19 crisis. The paper extends legitimacy theory by explicitly acknowledging the ability to disrupt the legitimacy of others and including this in the authors’ theoretical framework.

This study draws parallels between the Major and Johnson eras to reclaim a discursive space beyond the media and political battlefields to examine long-term systemic failure of government PR.

As part of a wider study into government communications from 1979 to date, this paper draws on evidence from government archives from the 1990s, as well as contemporary accounts, official documents, media accounts, memoirs and biographies, to examine the PR record of two Conservative administrations divided by three decades.

News management during the Major premiership is worth serious scrutiny, not just as an interlude between two media-friendly Prime Ministers, Thatcher and Blair, but in comparison to Boris Johnson's struggle to contain the news narrative between 2019 and 2022. Both administrations experienced terminal reputational crises during their closing years but their means of managing the news were counter-productive and damaging to public trust (65).

Does this failure in public communication illustrate a systemic dysfunction in government-media relations and, if so, what is the role of government PR in these circumstances?

This article uses a comparison between fixed and moving variables associated with two very different administrations to identify the causes of ongoing systemic failure in government communication.

This is the title of a new and definitive book on the Mondragon Co‐operatives. The authors are Alastair Campbell, Charles Keen, Geraldine Norman and Robert Oakeshott, the last‐mentioned of whom wrote the preceding article. The publishers are the Anglo‐German Foundation for the Study of Industrial Society of St Stephen's House, Victoria Embankment, London SW1. The book itself is a 68 page paperback and costs £2.90; its ISBN is 0 905492 03 X. We recommend this book unreservedly as an authoritative source of information on producer co‐operatives. This article, prepared by John Wellens, is built up from extensive quotations from the book; its purpose is to show the wide range of issues it covers and to emphasise the importance of the topic to trainers.

Television has long been cited by viewers as their primary and most trusted source of news, especially in relation to news of national and international affairs. Aims to explore the issue of trust in the television news.

The paper combines narrative and analysis. Questions whether public trust in the BBC was damaged by the Hutton inquiry: would the BBC's reputation as the nation's premier news service be tarnished in the longer‐term and had public trust in journalism been severely compromised.

Events that followed the transmission of a report about the veracity of the government's case for going to war carried by a BBC radio news broadcast on 29 May 2003 called into question the Corporation's competence as a reliable news provider. The story alleged that an informed source had told BBC correspondent Andrew Gilligan that the government had exaggerated the immediacy of dangers posed to the west by Saddam Hussein's weapons of mass destruction. The source who was eventually exposed was a Ministry of Defence expert on Iraq, Dr David Kelly, who later killed himself. The Prime Minister ordered a public inquiry into Dr Kelly's death, led by Lord Hutton, who severely criticised the competence of the BBC's senior management and the quality of its journalism practices. These conclusions prompted the resignation of the Corporation's Chairman and Director General. Hutton's findings had wider implications for the future governance of the BBC and invoked far‐reaching questions about the trust that the public could place in journalism. The evidence indicates that while the public felt that the BBC had been culpable for failing to launch its own internal inquiry into the Gilligan report, the public perceived this incident as a one‐off aberration rather than as being symptomatic of some wider malaise. Indeed, the Hutton inquiry had impacted more upon public trust in the government and led people to question the independence of the Hutton inquiry.

While trust in journalists is far from universal, the public differentiate among journalists in terms of the news organisations they work for. Among these, the BBC remains one of the most widely trusted.

An exploration of the issue of trust in the television news following the Dr David Kelly/Andrew Gilligan report on “The Today Programme” and subsequent Hutton enquiry.

This article provides a cameo of Winston Churchill, said by many to have been the greatest Englishman who ever lived, largely due to his leadership during the Second World War. Since his death in 1965, much more has become known about his lifelong battle with depression, his ‘Black Dog’, however it now seems more likely that he suffered with bipolar disorder. This article argues that his mental illness may in fact have led to him being a better leader. Championed in 2006 in a statue by Rethink and most recently by the Time to Change campaign, he is a true recovery hero.

Communication skills are essential business tools, as well as a prerequisite for management of global economic organisations and effective government in complex societies. Communication underpins Western values and ensures that, through feedback processes, organisations appreciate the different value sets that can impact upon the success or failure of policies and enterprises. In order to gain the greatest benefit from effective communication, greater emphasis needs to be placed on the academic teaching of the skill involved, as part of and together with greater efforts to promote the reputation of professional communicators.