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As corporate public affairs officers have only rarely been researched in Switzerland, this study contributes a situation analysis of Swiss public affairs officers, their work processes, and biographical background to further fill this empirical gap. First, the existing public affairs research regarding Switzerland is reviewed, and research questions are derived. The research was conducted by sending out a survey to the members of the Swiss Association for Public Affairs, followed by personal in-depth interviews with 11 public affairs officers. The findings show that respondents work in organizations that employ 1 to 82,100 people are all Swiss nationals, and their departments are mostly called 'public affairs'. The responsibility of public affairs is predominantly for senior or top management level, and the majority of public affairs officers report to the director of their department. The respondents are highly educated. Moreover, the paper asks whether public affairs is conducted in a strategic way by taking Fleisher's 10 elements as a conceptual basis. Results show that strategic involvement of their activities is rather low. Recommendations are discussed in order to increase the strategic involvement and advance professionalization of public affairs in Switzerland with specific regard for the political system. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This paper analyses the communication campaign of a small industry plant, the Fuji Xerox Eco Manufacturing Center in Sydney, Australia. Disproportionably to its size, it has become a national and world leader in the push for waste free, sustainable manufacturing. The rarity of the case--a resource-poor for-profit organization taking the role of an influential advocate--helps to highlight the centrality of public relations in the promotional mix. I examine 'remanufacturing' not as a one-off technical innovation, but as prolonged internal and external communication campaign. I also stress on the public character of internal communication, where public relations is instrumental from the start. I draft and discuss an alternative model of integrated marketing communications for small businesses and nonprofits. Integration happens here on personnel rather than organizational (interdepartmental) level. The more such organizations turn towards external causes and multiple publics--as in this case of industrial advocacy and public affairs--the more likely public relations transforms from a component into the organizing principle of the communication strategy. [ABSTRACT FROM AUTHOR]