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Making Media Content addresses the development of media content and the various factors and constituencies that influence content, such as advertisers, corporate interests, owners, and advocacy groups. It examines the strategic decision-making of mass media organizations as they determine what content they present to their audiences through broadcast, publication, or electronic access

A crisis not only affects the organization that engaged in the improper act, but its stakeholders as well. While there are many studies that analyse response options for the organization involved in the crisis, there is little research focusing on the strategic response of stakeholders. This article uses the crisis involving FIFA as its focus and how its sponsors, an essential stakeholder group, responded. While no companies terminated their sponsorship, sponsors did issue statements that indicated the severity of the crisis and encouraged FIFA to engage in corrective action. FIFA engaging in corrective action is the best outcome for sponsors as they can maintain their partnership and continue to accrue the promotional communication and business benefits of this sponsorship.

AbstractMedia theory helps the process of understanding the complex political communication environment. Agenda-setting research examines the transfer of topic salience from the media agenda to the public agenda. This process is important to discuss in the policy context of election campaigns. In an election campaign context, agenda-setting has been altered considerably since its early research studies by the technology that allows individuals and organizations to use social media to communicate directly to an audience and by the campaign finance structure created by the Citizens United ruling with money that provides for greater message exposure through advertising serving as an agenda-setter.

AbstractMedia theory helps the process of understanding the complex political communication environment. Agenda-setting research examines the transfer of topic salience from the media agenda to the public agenda. This process is important to discuss in the policy context of election campaigns. In an election campaign context, agenda-setting has been altered considerably since its early research studies by the technology that allows individuals and organizations to use social media to communicate directly to an audience and by the campaign finance structure created by the Citizens United ruling with money that provides for greater message exposure through advertising serving as an agenda-setter.

The following article analyses the crisis involving racial tensions at the University of Missouri in 2015 that ultimately contributed to the departure of the university president and chancellor. This case amplifies the importance of organizational vulnerabilities from both an historical context and a national‐issue context. As supported through this analysis, crises that reflect these vulnerabilities of an organization can lead to increased scrutiny and may produce greater negative consequences. Drawing upon both the public messaging surrounding this crisis and the existing literature on crisis management and crisis leadership, university leaders should have been proactive in cultivating a more inclusive racial environment and should have more effectively used communication to improve relationships with an important constituency group, particularly given the institution's core values, the history of racial tensions at the university, and the rising racial tensions following incidents in nearby Ferguson, Missouri.

A series of incidents in 2015 escalated racial tensions at the University of Missouri that ultimately contributed to the departure of the university president and chancellor. This case highlights the importance of focusing attention on competent leadership communication, which includes the development and maintenance of strong relationships with key stakeholder groups; the ability to predict, recognize, detect, and address issues that may rise to the level of crisis as defined by stakeholders; and the skill to craft timely, sensitive messages and effectively use interpersonal and mediated channels of message distribution and retrieval, especially social media, so that there is adequate information flow to and from institutional leaders allowing them to learn of, understand, and address stakeholders' concerns as they emerge.

9. "Pronger You Ignorant Ape ... I Hope You Fall Off Space Mountain!": A Study of the Institutional Work of Sport Fans / Mark Julien -- pt. Three Fans and Media -- 10. "Brett Favre is a God": Sports Fans' Perpetuation of Mythology on Newspaper Websites / Allison Harthcock -- 11. Communicating Organizational History to Sports Fans / Matthew Gill -- 12. The Many Faces of "Fans": How the NBA Reaches Out to Its Different Audience Segments / John A. Fortunato -- 13. From Good ol' Boys to National Spectacle: Motives and Identification among Young NASCAR Fans / John S.W. Spinda -- 14. Why Hispanic Fans Are the Lifeblood of Major League Soccer / Ric Jensen -- pt. Four Fans and Gender -- 15. From Football Widow to Fan: Web Narratives of Women and Sports Spectatorship / Lawrence A. Wenner -- 16. Football Fans Do Wear Pink: Game Day Broadcasts, Female Football Fans and Their NFL / Kathy Brady -- 17. Great Expectations: An Analysis of the Fan Base for WNBA's 2008 Expect Great / Katherine L. Lavelle -- pt. Five Fans and Fantasy Sports -- 18. Fantasy Sports and Sports Fandom: Implications for Mass Media Research / Tom Isaacson -- 19. Show Me the Numbers!: Media Dependency and Fantasy Game Participants / Jeff Boone.