Integrating public affairs information strategy with organizational practices in healthcare delivery organizations

• Author: Mark Gordon,Brian S. Vamstad
• Published date: 01 November 2018
• DOI: http://doi.org/10.1002/pa.1828
• Date: 01 November 2018

ACADEMIC PAPER

Integrating public affairs information strategy with

organizational practices in healthcare delivery organizations

Brian S. Vamstad |Mark Gordon

School of Public Policy and Administration,

Walden University, Minneapolis, Minnesota,

USA

Correspondence

Brian S. Vamstad, School of Public Policy and

Administration, Walden University, 100

Washington Avenue South, Suite 900,

Minneapolis, MN 55401, USA.

Email: brian.vamstad@waldenu.edu

To develop and implement policy, lawmakers rely on the input from external experts

and stakeholders. Public affairs professionals are responsible for monitoring the socio-

political environment and responding to public policy proposals on behalf of firms and

organizations. However, how public affairs operate intraorganizationally and develop

information strategies is not clear nor consistent in the literature. The purpose was to

explore how public affairs engage with internal stakeholders to leverage their knowl-

edge for information strategies in responding to policymakers. Knowledge transfer

served as a theoretical framework through a qualitative multiple case study of 3

not‐for‐profit healthcare delivery organizations. Primary data were collected using

semistructured interviews from public affairs (n= 11) and healthcare professionals

(n= 18) along with a review of organizational documents and public records. Patterns

and themes emerged through cross‐case synthesis, presented as a process‐based

model and theory. Public affairs structures and decision‐making processes varied

across cases indicating no coherent approach by practitioners. Intraorganizational

engagement and knowledge transfer processes were managed both consistently and

ad hoc, through informal and formal methods. Practitioner strategies and tactics were

identified to facilitate internal interaction such as filtering policy issues and effective

communication methods. Common institutional barriers were identified that made

stakeholder engagement a challenge. This study provides insight into understanding

how public affairs practice internally and supports the fundamental importance of

linking knowledge into public policymaking.

1|INTRODUCTION

Public affairs (PA) professionals are often responsible for monitoring

and influencing public policy on behalf of firms (Baysinger &

Woodman, 1982; Davidson, 2014). A common strategy employed by

PA throughout contemporary history are information products, includ-

ing expert testimony, lobbying, comment letters, data, research, and

position papers (Aplin & Hegarty, 1980; Baron, 1999; Barron, 2013;

Bigelow, Arndt, & Stone, 1997; Birnbaum, 1985; Bouwen, 2002;

Dahan, 2005; Fleisher, 2000; Getz, 2002; Hillman & Hitt, 1999; Lord,

2000; Schuler, Rehbein, & Cramer, 2002; Taminiau & Wilts, 2006).

Organizations that supply quality, relevant information, and

knowledge to decision‐makers are influential in the policymaking

process (Fleisher, 2012; Van Damme, Brans, & Fobė, 2011).

Limited scholarship exists on intrafirm structures and processes of

PA and political activities (Baron, 1995; Baron, 1999; Bhambri &

Sonnenfeld, 1988; Bigelow et al., 1997; Schuler & Rehbein, 1997;

Sonnenfeld, 1984; Taminiau & Wilts, 2006). Although PA needs to

be internally well structured, consensus lacks on an ideal design

(Boddewyn, 2012; Griffin & Dunn, 2004; McGrath, Moss, & Harris,

2010). Furthermore, PA intraorganizational information distribution

and decision‐making are not adequately understood, and research is

needed on PA strategies in different sectors and internal structures

(Boddewyn, 2012; Skippari, 2005). Finally, very limited scholarship

exists related to PA activities in the U.S. healthcare sector.

The purpose of this multiple case study was to collect qualitative

data from PA and nonpublic affairs (NPA) professionals to gain an

understanding of how PA develop information strategies. Using

Received: 25 November 2017 Revised: 29 March 2018 Accepted: 3 April 2018

DOI: 10.1002/pa.1828

J Public Affairs. 2018;18:e1828.

https://doi.org/10.1002/pa.1828

© 2018 John Wiley & Sons, Ltd.wileyonlinelibrary.com/journal/pa 1of10