Biography

Jim Mahoney is Convenor of the Master of Strategic Communication degree, and Lecturer-in-Charge of the Communication Internship program. He teaches the final-year units Public Relations Practice and Public Relations Strategy. Jim holds a Master of Arts in Communication (Canberra) and a Bachelor of Arts (ANU). He is a Fellow of the Public Relations Institute of Australia and the Institute’s Honorary National Secretary.

Prior to joining the University of Canberra, Jim had a career as a senior public relations practitioner and manager in private industry, for Federal government agencies, and in the tertiary education sector. He teaches public relations strategy and practice at undergraduate and postgraduate levels, and public relations writing to undergraduate students. His book, Public Relations Writing in Australia (Oxford University Press) was published in mid-2008.

Jims research interests include the implications of the three horizons of business planning on strategic communication, and public relations evaluation. His Masters research examined employee communication during organisational change, using a major Australian government agency as the case. Ongoing academic interests include the effects of work-integrated learning on student outcomes, the case method approach to teaching, and research on young peoples attitudes towards anti-cigarette smoking campaigns.

Publications

Public Relations Writing in Australia, Oxford University Press, Melbourne, 2008

A Bushman Remembers, Queensland University Press (Outback Books), Rockhampton, 2003

Journal articles and conference papers

 ‘Horizons in Strategic Communication: Theorising a Paradigm Shift’ (2011), International Journal of Strategic Communication 5: 143–153

Abstract: This article examines a possible future for strategic communication in the context of an emerging recovery from the global economic crisis of 2008–2009. It explores the role of strategic communication in building and protecting corporate reputations, promoting organisational values, and in employee communication during structural change. The article suggests strategic communication planning ought to be approached in the three horizon-model  to business growth outlined by Baghai, et al, 2001.

Abstract: Strategic communication and issues management are inevitably linked in what Heath and Palenchar (2009) described as an ancient business and communication practice. Strategic communication deals with how an organisation functions as a social actor to advance its mission (Hallahan et al, 2007). Issues management is a strategic process by which organisations identify, analyse and deal with issues. This article argues that issues are contingencies that determine how strategic communication decisions are made.

Abstract: Strategic communication deals with how an organisation functions as a social actor to advance its mission (Hallahan et al, 2007). Issues management is about how organisations (governments) identify, analyse and deal with issues that are important to them – not just in a party political sense. This paper explores the links between strategic communication and issues management.

Abstract: Worldwide consumer education programs, often fear-based, designed to convince young people to stop cigarette smoking have had mixed success. This paper reviews literature on the effectiveness of anti-smoking campaigns directed at young people and presents findings from research that examined the attitudes of 234 university students towards such campaigns.

Abstract: Grief, resistance and resentment are significant psychological reactions presenting in employees who have experienced major workplace change. Previous employee communication research has examined how such reactions to organizational change can be ameliorated. However, researchers have started from the premise that change directions are always set by an organization’s leadership.

Back