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30 July 2024
Call for Papers – BLEDCOM 2025 (June 27-28)

The 32nd International Public Relations Research Symposium (BledCom) will be held on June 27-28, 2025. The theme for the conference is: “Artificial Intelligence (AI) and Public Relations: Boon or Curse?”

The organizers invite abstracts that are between 500 and 800 words (including title and keywords) with up to 5 references.  Abstracts can be aligned with the theme of the conference but, as in previous years, BledCom welcomes ALL papers that are relevant to public relations and communication management.

Panel proposals area also welcomed.
Paper abstracts and panel proposals should be submitted via email to
bledcom@fdv.uni-lj.si

Submissions – Deadline for consideration: 3 February 2025.

Read the complete call for paper here.

12 July 2023
#EUPRERApeople – Interview with Danijela Lalić
Welcome back to

Interview with Danijela Lalić
University of  Novi Sad, Serbia

 

 

Dr. Danijela Lalić is a full professor at the Department of Industrial Engineering and Management, Faculty of Technical Sciences, at the University of Novi Sad. She teaches undergraduate and graduate courses, including academic and professional subjects such as the Master of Business Administration (MBA). Her research interests encompass public relations, corporate communications, and business communication, with a specific focus on social media, digital communications, and internal communication. She has authored over 80 scientific and professional publications. Her PR handbook, titled “Examples of Good Practices in Public Relations” (volumes 1–3), is widely regarded as an outstanding resource for professionals and students with an interest in communication. Additionally, she has authored the book “Corporate Communication as a Prime Example.” Dr. Lalić also served as the editor and lead translator of the textbook “Business Communication Today,” published by Pearson Education.

 

Prof. Lalic, internal communication is a primary field of research for you. You have studied the relationship between internal communication satisfaction (ICS), employee engagement, and, ultimately, employee happiness. Can you give us some details? What are the most effective strategies of internal communication that organizations can employ in order to enhance employee engagement?

Internal communication serves as a critical foundation for information exchange, collaboration, and alignment within organizations. The intricate relationship between internal communication satisfaction, employee engagement, and employee happiness underscores the importance of creating a positive communication environment. Such an environment cultivates trust, transparency, and collaboration, ultimately leading to higher employee engagement, job satisfaction, and overall happiness. Our research highlights two key findings in this regard.

First, satisfaction with communication with superiors strongly correlates with employee vigor and dedication. This emphasizes the significance of establishing an internal communication strategy where managers are accessible to their subordinates, demonstrating understanding and support. Such an approach fosters an energetic and dedicated workforce with a strong sense of self-worth. Second, successful communication between colleagues immerses employees in their work, resulting in increased subjective happiness.
While internal communication satisfaction plays a vital role, other factors can influence the relationship between communication, engagement, and happiness. Organizational culture, leadership style, recognition, empowerment, career development opportunities, as well as individual motivation, personality traits, and work-life integration, all contribute to the outcomes of this relationship.

Understanding and nurturing the connection between internal communication satisfaction, employee engagement, and employee happiness holds immense implications for organizations. By prioritizing effective internal communication practices, organizations can enhance employee engagement and foster a positive work environment that promotes happiness. In turn, this can lead to improved job performance, reduced turnover, and overall organizational success.

To enhance employee engagement through internal communication, organizations can implement several effective strategies. These strategies revolve around transparent, timely, and two-way communication that encourages active participation from employees. Here are some of the most effective strategies:
Leadership Communication
Leaders play a crucial role in driving employee engagement through effective communication. They should proactively communicate organizational goals, vision, and strategies to inspire and align employees. Regularly sharing updates, recognizing employee contributions, and providing constructive feedback can significantly impact engagement levels.
Open and Transparent Communication
Organizations should strive for openness and transparency in their communication practices. This involves sharing relevant information about company goals, strategies, and performance openly with employees. Transparent communication helps employees feel valued, informed, and included in decision-making processes, leading to increased engagement.
Two-Way Communication
Facilitating two-way communication channels is essential for employee engagement. It allows employees to provide feedback, share ideas, and voice concerns. Employers can employ various tools such as surveys, suggestion boxes, online portals, town hall meetings, and regular one-on-one discussions to encourage open dialogue and active participation.
Utilization of Various Communication Channels
Employing a variety of communication channels caters to different employee preferences and needs. These can include emails, intranet platforms, instant messaging tools, video conferences, social media groups, and internal blogs. Diverse channels enable employees to choose their preferred method of communication, promoting engagement and accessibility.
Regular and Timely Communication
Consistent and timely communication is essential to keep employees informed about organizational updates, changes, and initiatives. Establishing regular communication channels, such as weekly newsletters, team meetings, or email updates, ensures employees receive relevant information in a timely manner, reducing uncertainty and enhancing engagement.
Employee Recognition and Appreciation
Recognizing and appreciating employee efforts and achievements through internal communication channels can boost engagement. This can include highlighting success stories, acknowledging milestones, and publicly expressing gratitude for exceptional work. Recognized employees feel valued and motivated, leading to increased engagement and satisfaction.
Clear and Aligned Communication of Expectations
Providing clear and concise communication about job expectations, performance goals, and career development opportunities is crucial for engaging employees. When employees understand what is expected of them, they can align their efforts and contributions accordingly, resulting in increased engagement and productivity.
Training and Development
Promoting training and development opportunities within the organization demonstrates an investment in employee growth. Sharing information about workshops, seminars, online courses, and mentoring programs contributes to higher engagement levels.
Feedback and Follow-Up
Encouraging regular feedback and following up on employee concerns and suggestions demonstrates value and leads to positive changes within the organization. Addressing feedback promptly and sharing outcomes fosters a culture of engagement and continuous improvement.

By implementing these strategies, organizations can create a communication-rich environment that nurtures employee engagement, fosters a sense of belonging, and ultimately contributes to a more productive and satisfied workforce.

You are also studying how new technologies can be successfully used in improving workers’ productivity, enhancing employee training, reducing costs and making worksites safer. What technologies will be must-haves for HR managers in the future?

As the world of work continues to evolve, HR managers are constantly seeking innovative solutions to improve productivity, enhance employee training, reduce costs, and create safer work environments. In this quest, the integration of new technologies plays a pivotal role.

Virtual Reality (VR) and Augmented Reality (AR) technologies are at the forefront of digital support for HR managers. AR offers users the ability to view the real world with a digital overlay, while VR provides a fully immersive and closed experience, disconnecting users from the physical environment.

The transformative power of VR and AR in recent years cannot be overstated. These technologies have evolved from being solely used for entertainment purposes, such as in the gaming industry, to becoming modern and potentially effective tools in the business environment. HR managers can now leverage VR and AR for various purposes, including employee training, recruitment, marketing, branding, and other operational processes such as measurement, 3D visualization, and modeling. By utilizing VR and AR, HR managers can not only assess the skills and competencies of candidates or employees but also identify their strengths and weaknesses.

One significant application of VR and AR in HR is the implementation of gamification in talent attraction and hiring processes. By offering an immersive experience, companies can conduct recruiting and staff selection more efficiently while showcasing their brand to potential employees. Early studies indicate that VR makes learning and skill utilization easier, while also increasing employee engagement compared to traditional training methods. However, the wider adoption of VR and AR is hindered by the challenges posed by cost and technology implementation complexity.

In addition to VR and AR, several other new technologies are worth exploring for HR managers. Artificial Intelligence (AI) and machine learning offer immense potential in streamlining HR processes, improving decision-making, and analyzing large amounts of data. Robotic Process Automation (RPA) can automate repetitive tasks, freeing up HR professionals to focus on more strategic initiatives. Furthermore, employee wellness technologies, such as wearables, can play a crucial role in promoting a healthy and productive workforce.

As we step into the future, HR managers need to stay abreast of these emerging technologies and leverage their benefits to drive organizational success. While VR and AR present exciting opportunities, the integration of other technologies can elevate the employee experience. By embracing these must-have technologies, HR managers can proactively adapt to the changing landscape of work and empower their organizations for continued growth and success.

One of your further fields of interest is visual communication: in recent paper you go through a relevant literature review about redesigning and rebranding imposed by crises mainly focusing on how companies developed memorable, public-educational visual brand communication during the COVID-19 pandemic. Can you share some key findings with us?

During the COVID-19 pandemic, large companies and global brands tried to communicate the important message of social distancing. The brand response to crisis such as pandemic most often involved encouraging people to act or adopt a state that reflects consideration and empathy, and social responsibility with social distancing was the focus. Visual communication was crucial, because it is the most effective on people.

Logos are sacrosanct for brands but during the pandemic these were increasingly becoming tools to promote social distancing amid the corona virus outbreak. Physical distancing helped limit the spread of COVID-19, and hopefully brands did the same by separating the visual elements within their logos. One of my favorites of visual communication during the pandemic is the case of The Olympic Games that have separated their circles which represents the union of the five continents of the world. Face mask was one of the most important items during this pandemic and everyone should wear on. One of my favorite coffee brand Starbucks has transformed this potential problem while drinking a coffee into a creative solution by putting the mask on their logo mermaid. The silhouette of Lakers great and Hall of Famer Jerry West has been standing and dribbling for over 50 years on NBA’s logo, but during the pandemic, this silhouette took a break and stayed home. How genius is that! Nike was also saying: “just don’t do it” and many other brands have followed this trend of redesigning their logos or tagline.

The communication brand strategy during the pandemic was threefold: taking advantage of the digital world, using resources efficiently and creatively and making an affirmative movement.

The crisis has imposed a new trend: the brand needs to be careful and offer a solution. My experience shows that during the crisis, every brand must be an empathetic brand. And a great number of global brands have focused their communication on “we’re all in this together” vibe. They have adopted a positive tone by highlighting gratitude, motivation and support through its visual content, and the main communication has moved to digital platforms and social media and become viral. Special efforts were noticed in building an emotional connection with consumers and strengthening social engagement, given that crisis situations like pandemic require a customized approach and placing marketing goals in a more socially responsible framework. Theory knows this stuff, but last three years show us that visual elements play a great role in brand communication and that this strategy has a great deal of potential to strengthen the brand’s reputation. As a professor, practitioner and a consumer I think that brand content and brand communication must take into account particularly the visual component in order to capture viewers’ attention and maintain customer loyalty.

Stay tuned
In the coming weeks we’ll issue new chapters of #EUPRERApeople! Be sure to receive them in your mailbox:

29 March 2023
Call for Abstracts: AI and communication practices

MedieKultur. Journal of media and communication research is preparing a special issue and welcomes conceptual and empirical studies that examine and reflect on the role of AI in various communication processes. Contributions that nuance and detail the interplay between humans and AI in communication practices are invited.

Topics of interest include, but are not limited to:

  • Empirical (case) studies on the use, application, and impact of AI in communication and organizational processes
  • Studies in AI-narratives, imaginaries, and expectations about AI and its implications for communication processes
  • Studies on understanding and sense-making processes in relation to the use and implementation of AI in organizations
  • Analyses of employees’, costumer’s, individual’s or group’s conceptualizations of AI inside and outside of the traditional organizational boundaries
  • Studies of human-AI relations, for example, the ethical dimension of AI-aided decision-making, and its opportunities and challenges for AI governance
  • Critical and cultural perspectives: conflicts, tensions and negotiations of AI in organizational settings
  • New, playful, and creative ways in which AI and communication practices are intertwined

Timeline

Deadline for abstract submission: May 1st, 2023
Acknowledgement of acceptance for full paper submission: May 12th, 2023
Deadline for full paper: September 11th, 2023
Notification of acceptance: November 1st, 2023
Deadline for revised articles: January 10th, 2024
Expected publication: May 2024

 

Go to the complete Call for Abstracts
18 November 2022
#EUPRERApeople – Interview with Sine Nørholm Just
Welcome back to

Interview with Sine Nørholm Just,
Professor of Strategic Communication at
Roskilde University, Denmark

Sine Nørholm Just is a professor of strategic communication at Roskilde University, Denmark. She is the principal investigator of Algorithms, Data & Democracy, a 10-year, interdisciplinary, research and outreach project.

“I was trained in rhetoric at the University of Copenhagen, then spent 15 years or so at Copenhagen Business School and have been working at Roskilde University since 2017. I still identify very much with the rhetorical tradition and am always seeking to understand persuasive processes and situations. Not that I agree with Lloyd Bitzer’s definition of the rhetorical situation, but it is really helpful to ask about the persuasive constitution of events and processes: what is the ‘imperfection marked by urgency’ that calls for action and what are the constraints that shape persuasive attempts? Today, technological transformations are both an important issue of concern that we urgently need to debate publicly, and they are central constraints for any persuasive process, no matter the topic”.

Prof. Just, you are one of the main investigators for the collaborative research project “Algorithms, Data & Democracy”. Can you explain the interconnection between these factors and how your project has been studying them?

Algorithms and data are inextricably linked in so far as algorithms are sequences of steps for solving a problem, which is the standard definition in computer science. Algorithms work by running input data through this sequence thereby providing output data. As such, algorithms are integral to the process that some scholars define as ‘the datafication of society’. And algorithms are trained on data, a process that is, today, becoming increasingly autonomous, as algorithms learn to find patterns in the training data and can apply these patterns when they operate on data ‘in the wild’ – as process that is often characterized as ‘artificial intelligence’ (AI).  

All of this has two main democratic implications. First, algorithms and data are redefining how regulators and other collective decision-makers go about their work. Take, for instance, the case of predictive policing in which algorithms suggest where crime is more likely to occur. Or the case of algorithmic diagnoses in which medical professionals are figuring out how to collaborate with ‘Dr. AI’. As more and more such specific examples crop up, we might see them as signs of an emergent ‘algocracy’ – a society ruled by algorithms, which evokes utopian as well as dystopian imaginaries. Second, if we want to debate these developments – or any other issues for that matter – our processes of meaning formation are fundamentally shaped by algorithms and data. How would you learn about ‘algocracy’, for instance? You’d most likely google it. How would you organize a seminar or public debate on the topic? Various social media and other digital technologies would most certainly be involved. Algorithms, Data & Democracy (the ADD-project) seeks to understand all of these developments, focusing on their sociotechnical interrelations – on the ways in which technological and societal developments are co-produced.

One explicit objective of your project is to show how data and algorithms can be used to enlighten and engage citizens and to strengthen democracy. Are there any interesting findings that you would like to share with EUPRERA members?

The ADD-project aims to strengthen digital democracy, asking how the algorithmic organisation of data might engage, enlighten, and empower individual citizens and democratic institutions. Before we get this far, however, it is important to understand current developments, particularly in terms of the issues of public concern that I sketched out above. In this respect, the project focuses on controversial algorithms and algorithmic controversies (debates about algorithms and data that are inherently shaped by algorithms and data). Here, we begin from Krantzberg’s famous first law, which states that technologies in themselves are neither good or bad, nor are they ever neutral. Currently, technologies are often put to societal uses that are less than optimal, but the premise of the ADD-project is that the solution is not to do away with technologies. Rather, we should find better ways of using them.

The project is a 10-year endeavour, and we are only a year and a half in. Hence, it is still very early days, but one promising case is that of doctors finding ways of collaborating with AI technologies around diagnoses of, for instance, breast cancer. Here, we see the careful organisation of processes that protect participants’ data and preserve the agency of human professionals while leading to more accurate decisions being made faster. In the further work with this case, which I undertake with my colleagues at Roskilde University, we hope to be able to develop a model for such algorithmically enhanced decision-making that can be applied beyond the context of health.

Concerning the algorithmic organisation of public debate, an area that might be especially relevant to Euprera members, I’m not so hopeful, unfortunately. When looking at current developments, there aren’t many examples from which we might extrapolate to suggest how algorithmic public debate might strengthen democracy. Sure, movements like #MeToo and Black Lives Matter show that algorithmic affordances of public debate can be put to good use, but the very same conditions of possibility also produce misogynist and racist backlash. The overall tendency, here, is the polarization of public debate, which, when coupled with the increasing personalization of content, produces what I term ‘the closing of the rhetorical mind’. We become used to being fed messages and products that are tailored to our preferences and needs and unaccustomed to engaging productively with opinions that are different from our own. Thus, we increasingly resist overt persuasion whilst being persuaded covertly all the time. I do not (yet) have any specific suggestions as to what we might do to revert this tendency, but I think it is imperative that we do – and invite all Euprera members to participate in this endeavour.

People tend to think that algorithms are neutral and objective. Nevertheless, as they are created and used by human beings, the need for transparency and ethical guidelines is growing. How seriously are communication professionals taking this development towards datafication? How important is the ethical factor in the mounting debate around this issue in the profession?

Before trying to answer this question, let me point to the work of my close colleague Ib T. Gulbrandsen and his collaborators who are working on a project called Strategizing Communication and Artificial Intelligence (SCAI). Their research addresses the question of the role of communications professionals more directly than we do in the ADD-project. My own answer, therefore, will be a bit broader and, as mentioned, begins form the assumption that algorithms are never neutral. Hence, a first task for communications professionals could be to help dispel that belief. Second, we – as practitioners and researchers – might take on an active role in developing more ethical human-technology interactions. Such development, I suggest, can begin with a set of quite simple questions: What is the problem that this algorithm solves? Why does this problem need to be solved?How does the algorithm solve it? What data is involved in creating the solution? What are the benefits of the solution? And does it have any drawbacks? If we recenter the debate around the ethical use of algorithms and data for communicative purposes, we might begin to push current developments in better and more responsible directions.

 

Stay tuned
In the coming weeks we’ll issue new chapters of #EUPRERApeople! Be sure to receive them in your mailbox:

8 November 2022
#EUPRERAtalks: webinar on Artificial Intelligence

A new instalment of the webinar series #EUPRERAtalks is forthcoming this month!

Artificial Intelligence in Public Relations
Date: 17 November 2022, Thursday
Time: 11:30 CET
What to expect from the webinar

Artificial Intelligence has been around for more than four decades, yet only in the last decade its progress has altered the whole scenery of communication in the digital world. The dynamism involved in the subject needs continuous research to counter new problems arising out of innovations by marketers. It appears that AI will affect the job industry because unlike previous technologies of human history AI is trying to replicate human intelligence itself. The aim of this webinar is to provide knowledge and understanding regarding the new technologies of artificial intelligence applications in PR.

Speakers

Clea Bourne is a Senior Lecturer in the Department of Media, Communications, and Cultural Studies at Goldsmiths, University of London. Her research explores how digital economies and markets are mediatised. Her current work explores the public legitimisation of discourses surrounding digital technologies, the impact of AI and automation in media and promotional industries, and the rise of fintech markets and ‘frictionless finance’. Dr. Bourne is the author of Public Relations and the Digital: Professional Discourse and Change, and Trust, Power and Public Relations in Financial Markets. She is also co-editor of The Entangled Legacies of Empire: Race, finance, and inequality.

Ashwani Kumar Upadhyay is a Professor at the Symbiosis Institute of Media and Communication, Symbiosis International (Deemed University) in Pune (India). He is the author of the book “AI Revolution in HRM: The New Scorecard” (Sage Publications). He is an academician and researcher with two decades of experience and research publications in management, media, and marketing communications. Dr. Upadhyay has a keen interest in following theoretical developments at the juncture of technology, people, and strategy.

Grazia Murtarelli is an Assistant Professor of Corporate Communication at IULM University in Milan (Italy), where she teaches Digital Communication Management and Web Analytics. Her research focuses on the analysis of online scenarios and, more specifically, on the following issues: social media-based relationship management, online dialogue strategies, digital visual engagement processes, and social media measurement and evaluation. She is also a faculty affiliate of the Center of Research for Strategic Communication at IULM University. She was Public Relations Student & Early Career Representative at the International Communication Association.

Nilüfer Türksoy is an Associate Professor at the Department of Public Relations and Advertising at the Faculty of Communication and Media Studies at Eastern Mediterranean University in Cyprus. She is a media and culture scholar who specialized in issues of mass media, digital media, and media representations in western societies. Dr. Türksoy is interested in how (digital) media institutions contribute to various types of order (political, social, ethical, economic, and cultural). Some of her papers have been published in top-tier academic journals, including Journalism Studies, Journalism Practice, Feminist Media Studies, and Intersections-East European Journal of Society and Politics. 

Duration

1 hour

25 September 2019
ECM Benchmarking Tool on Atificial Intelligence now available

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Want to know more about Artificial Intelligence in communications? Download the new ECM Facts Flyer for free.

More ECM benchmarks
1 December 2018
AI, data security and digital panopticon: which challenges for communication professionals?

by Chiara Valentini
Professor of Corporate Communication
JSBE, University of Jyäskylä, Finland
Undoubtedly today we live in an interesting technological era with great potential for human developments but a lot of challenges. Some challenges are technological – for instance, how to improve driverless cars so that they are capable of handling vehicle’s performance like a human in all possible conditions (Himmelreich, 2018, April 25) – , others are legal, – for example, how to avoid that big data turns into a discriminatory tool or leads to transformative effects that impact social and individual autonomy (Pagallo, 2017) –. But there are also communication challenges.
A communication challenge could be, for instance, promoting artificial intelligence (AI) in societies by explaining why we need to invest more on it and how such technologies can improve our lives. This is a challenge given that many societies, as presented by the latest study by the Pew Research Center, are not ready and fervent to the idea of robots taking over human activities (Wike & Stoke, 2018, September 13).
Another communication challenge is assuring our stakeholders that we take great care of how we use, store and secure data on them – and this can be particularly challenging –. In Europe, the new General Data Protection Regulation (GDPR) is addressing these concerns in part (see European Commission, 2018), but it is not sufficient to avoid misuses and abuses by organizations as we have experienced and will experience.
We periodically hear about scandals related to the use of people’s digital data, that is, the footprints we leave every time we enter the digital environment. Starting from the infamous revelations by Edward Snowden on US National Security Agency and their systematic and massive interception and collection of information on US and non-US citizens and organizations alike, to the Cambridge Analytical case harvesting private information from the Facebook profiles of more than 50 million American users without their permission to build a system that could target them with personalized political advertisements based on their psychological profile (Greenfield, 2018, March 28), people are becoming more and more concerned, and they should be, about their own privacy and security.
This is, indeed, relevant for communication professionals, since much of today communication happen in the digital environment. Not only, we scan, monitor, and track our organizations, clients, and brands and collect information through different software to gain important Intelligence. We use this Intelligence for strategically planning, developing, executing and measuring our communication activities off and online. No doubt on this.
Few years back I wrote a provocative academic piece published in Public Relations Review entitled “Is using social media “good” for the public relations profession? A critical reflection” (Valentini, 2015), where I reflected on a couple of important implications related to the vast and massive use of digital media by public relations professionals to communicate with and to their publics. One of these was related to the impact of such communications on human relations.
Almost four years later I do still think that the implications on human relations are too often underestimated, or better, quietly forgotten for the sake of organizations’ strategic goals. Paraphrasing media sociologist Fuchs (2015) we are exploiting people and their online communication behaviours for organizational interests.
How? Through digital stakeholder engagement initiatives. We ask organizations’ followers to collaborate, to participate, to get involved in organizations’ initiatives, to share organizational contents, or even to create contents for them. All these actions are typically voluntary. We don’t pay them, we may offer a raffle prize or a small discount on companies’ stores, but we don’t pay them. Those activities produce economic value for the organizations we work for without rendering any economic benefits to those who actually create such value. We should not forget that such digital engagement is, in reality, a form of “digital labour” (emphasis mine) that creates surplus for an organization (Fuchs & Sandoval, 2014), if not in direct sales, in reputation.
So, how do we explain this to our stakeholders? Should we explain it at all? And how will it look like for a company which brags to be responsible towards its stakeholders?
Even when digital engagement does not happen, we encounter a number of challenges related to security and data protection that call for an ethical approach beyond sales figures and marketing purposes. Attention to the use of digital data has increased and we could expect that more and more people will become aware of the use of their digital data by organizations. To this we should add  our responsibility – if we perceive ourselves as ethical communication professionals – to limit, whenever possible, “digital panopticon” to use Han’s (2014) terminology. A digital panopticon in a digital environment in which everyone can be observed and controlled everywhere and by anyone.
What are the implications for communication professionals?
At the best our publics become inoculated against the messages they receive, at worst they will hijack us and turn towards negative engagement (Lievonen et al., 2018).
What are the implications for human relations?
At the best we engineered sociality (van Dijck, 2013) –  in my view an inferior form of sociality, unless we think that parasocial relations equate face-to-face relations – and we increase “networked individualism” (Wellman et al., 2003) at the expense of human-to-human interactions; at worst we facilitate an increased sense of alienation, loss of sociality and overall distrust of others.
There is a bright light at the end of the tunnel. Bringing back the ‘human’ to the centre of our thinking, theorizing and practicing communication will help us addressing if not completely, at least in part these challenges through ethical choices and stakeholder-centred communications.
 
References:
Fuchs, C. (2015). Culture and economy in the age of social media. London, UK: Routledge.
Fuchs, C. & Sandoval, M. (2014). Digital workers of the World unite! A framework for critically theorising and analysing digital labour. tripleC: Open Access Journal for a Global Sustainable Information Society, 12 (2), 486-563
European Commission (2018) Data Protection in the EU. European Commission, URL: https://ec.europa.eu/info/law/law-topic/data-protection/data-protection-eu_en, accessed on 9 November 2018
Greenfield, P. (2018, March 28).The Cambridge Analytica files: the story so far. The Guardian. URL:  https://www.theguardian.com/news/2018/mar/26/the-cambridge-analytica-files-the-story-so-far, accessed on 9 November 2018
Han, B.-C. (2015). The Transparency Society. Stanford, CA: Stanford University Press
Himmelreich, J. (2018, April 25). The everyday ethical challenges of self-driving cars. The Independent, Indy/life. URL: https://www.independent.co.uk/life-style/gadgets-and-tech/ethical-challenges-self-driving-cars-driverless-vehicles-tempe-arizona-crash-a8287776.html, accessed on 9 November 2018
Lievonen, M., Luoma-aho, V. & Bowden, J. (2018). Chapter 36: Negative engagement. In K. A. Johnston & M. Taylor (Eds). The Handbook of Communication Engagement. Wiley-Blackwell
Pagallo, U. (2017). The legal challenges of big data: Putting secondary rules first in the field of EU data Protection. European Data Protection Law Review, 3(1), 36-46
Valentini, C. (2015). “Is using social media “good” for the public relations profession? A critical reflection”. Public Relations Review, 41(2), 170-171
van Dijck, J. (2013). The culture of connectivity. In A critical history of social media. Oxford, UK: Oxford University Press
Wellman, B., Quan-Hasse, A., Boase, J., Chen, W., Hampton, K., de Diaz, I. I., et al. (2003). The social affordances of the Internet for networked individualism. Journal of Computer-Mediated Communication, 8(3), 1–16. http://dx.doi.org/10.1111/j.1083-6101.2003.tb00216.x
Wike, R. & Stoke, B. (2018, September 13) In Advanced and Emerging Economies Alike, Worries About Job Automation. Pew Research Center, Global Attitudes & Trends, URL: http://www.pewglobal.org/2018/09/13/in-advanced-and-emerging-economies-alike-worries-about-job-automation/, accessed on 9 November 2018

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