Protest, Agenda-Setting and Organisational Reputation

Abstract

The public-policy literature on the effects of social protest tends to treat institutions’ response to social protest as linear (e.g. the more vigorous the protest, and the greater the support that it receives from public opinion and/or the media, the greater its ultimate effect). By comparison, the more general agenda-setting framework suggests that the effect of democratic pressures, including protest, is moderated by the limited attention of actors’ within organizations, as well as by various elements of institutional and organizational friction. Consequently, the effect of social protest is likely to be highly varied and unpredictable. To model these complex dynamics, this panel brings together studies of social movements, agenda setting and organizational reputation. Its focus is on the varied and uneven effects of social protest activity on media, political and organizational agendas, and on the moderation of these effects by the distinct organizational attributes of both social movements and their targets (whether public agencies or businesses).

Title	Details
Protest in Context: Grievances, Social Movements and Agenda-Setting in Western Europe	View Paper Details
Protest, Media Agendas and Context: A Dynamic Analysis	View Paper Details
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