PR and conflict: A theoretical review and case study of the 2001 University of Hawaii faculty strike

In April 2001, deadlocked labour negotiations brought all public education in Hawaii to a standstill. This paper reviews theoretical models of public relations and criticism of these models in terms of conflict theory. A case study of the University of Hawaii (UH) faculty strike, including findings from in‐depth interviews with PR professionals, chief negotiators and the press is presented. Although PR models fit well in discussing relationships between the parties and their constituents, findings suggest that PR techniques often were proscribed by the circumstances of collective bargaining, and public relations, as it has been conceptualised in both theory and layman’s terms, was used as an alternative to negotiations between opposing parties rather than a means to resolving the conflict.