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This work presents and critically evaluates attempts to theorize and conceptualize public diplomacy within several disciplines, including international relations, strategic studies, diplomatic studies, public relations, and communication. It also examines research methods used to investigate public diplomacy, including models, paradigms, case studies, and comparative analysis. The work identifies promising directions as well as weaknesses and gaps in existing knowledge and methodology and outlines a new research agenda. The presented analysis and examples suggest that only a systematic multidisciplinary effort and close collaboration between researchers and practitioners can lead to a coherent theory of public diplomacy.

Public diplomacy enables private citizens to be involved in international relations either through initiatives sponsored by governments or through direct people-to-people contacts in areas such as culture, business, education, tourism and sport. Public Diplomacy in Ireland and Japan traces the evolution of this growing branch of diplomacy and examines the role it has played in the foreign policies of Ireland and Japan, and in their bilateral relationship. It concludes that public diplomacy has contributed significantly to strengthening the links between the two countries.

Soft power is the ability to affect others to obtain the outcomes one wants through attraction rather than coercion or payment. A country's soft power rests on its resources of culture, values, and policies. A smart power strategy combines hard and soft power resources. Public diplomacy has a long history as a means of promoting a country's soft power and was essential in winning the cold war. The current struggle against transnational terrorism is a struggle to win hearts and minds, and the current overreliance on hard power alone is not the path to success. Public diplomacy is an important tool in the arsenal of smart power, but smart public diplomacy requires an understanding of the roles of credibility, self-criticism, and civil society in generating soft power.

In a global pandemic, public health outcomes are not the only variables at stake. Also at stake are countries’ nation brands and influence, which hinge on how a country responded to the crisis. Based on a case study of a middle power, South Korea, one of the more successful COVID-19 national responses so far, we offer an exploratory conceptual explication of pandemic public diplomacy that is grounded in a normative framework of substance, information, trust, collaboration, and mutual benefit. Sentiment analyses of social media and international news media suggest that the country is perceived as a model on how to cope with the pandemic by international audiences. Unlike other public diplomacy contexts, pandemic public diplomacy challenge conventional assumptions about public diplomacy and nation branding. As nation-states confront a common enemy, how public diplomacy and nation branding play out in COVID-19—arguably the most socially disruptive event in modern history—helps to shed light on the dynamics of mutual interdependence in an interconnected yet competitive world fraught with fear, uncertainty, and information deficiency.

The public sphere is the space of communication of ideas and projects that emerge from society and are addressed to the decision makers in the institutions of society. The global civil society is the organized expression of the values and interests of society. The relationships between government and civil society and their interaction via the public sphere define the polity of society. The process of globalization has shifted the debate from the national domain to the global debate, prompting the emergence of a global civil society and of ad hoc forms of global governance. Accordingly, the public sphere as the space of debate on public affairs has also shifted from the national to the global and is increasingly constructed around global communication networks. Public diplomacy, as the diplomacy of the public, not of the government, intervenes in this global public sphere, laying the ground for traditional forms of diplomacy to act beyond the strict negotiation of power relationships by building on shared cultural meaning, the essence of communication.

The second edition of the Routledge Handbook of Public Diplomacy, co-edited by two leading scholars in the international relations subfield of public diplomacy, includes 16 more chapters from the first. Ten years later, a new global landscape of public diplomacy has taken shape, with major programs in graduate-level public diplomacy studies worldwide. What separates this handbook from others is its legacy and continuity from the first edition. This first edition line-up was more military-focused than this edition, a nod to the work of Philip M. Taylor, to whom this updated edition is dedicated. This edition includes US content, but all case studies are outside the United States, not only to appeal to a global audience of scholars and practitioners, but also as a way of offering something fresher than the US/UK-centric competition. In Parts 1–4, original contributors are retained, many with revised editions, but new faces emerge. Parts 5 and 6 include 16 global case studies in public diplomacy, expanding the number of contributors by ten. The concluding part of the book includes chapters on digital and corporate public diplomacy, and a signature final chapter on the noosphere and noopolitik as they relate to public diplomacy. Designed for a broad audience, the Routledge Handbook of Public Diplomacy is encyclopedic in its range and depth of content, yet is written in an accessible style that will appeal to both undergraduate and postgraduate students.

Public diplomacy is a term much used but seldom subjected to rigorous analysis. This article-which draws heavily on a report commissioned by the British Foreign and Commonwealth Office in the spring of 2007-sets out a simple taxonomy of public diplomacy's components and their interrelationships. These components are (1) listening, (2) advocacy, (3) cultural diplomacy, (4) exchange, and (5) international broadcasting. It examines five successful and five unsuccessful uses of each individual component drawing from the history of U.S., Franco-German, Swiss, and British diplomatic practice. The failures arise chiefly from a discrepancy between rhetoric and reality. The final section applies the author's taxonomy to the challenges of contemporary public diplomacy and places special emphasis on the need to conceptualize the task of the public diplomat as that of the creator and disseminator of \"memes\" (ideas capable of being spread from one person to another across a social network) and as a creator and facilitator of networks and relationships.

The article explores the nuanced dimensions of the European Union’s (EU) public diplomacy efforts directed at South Korea, using a combination of quantitative and qualitative content analyses. Over the years, the relationship between the EU and South Korea has evolved from economic cooperation to encompass broader areas, such as political, diplomatic, security, and cultural ties. While previous research has primarily focused on economic and political aspects, this study addresses the limited exploration of cultural relations and public diplomacy between the two entities. To this end, this study analyzed content from the EU Delegation to Korea’s official Facebook page spanning 2017 to 2021, identifying recurring keywords and themes that characterize the EU’s public diplomacy strategy. The analysis reveals two main facets of the EU’s public diplomacy: projection public diplomacy (“who we are”) and advocacy public diplomacy (“what we stand for”). Projection efforts are demonstrated through cultural exchanges, celebrating Europe Day, and participation in events that foster cross-cultural dialogue. Advocacy public diplomacy is evidenced by the EU’s advocacy for human rights, environmental concerns, gender equality, and cooperative partnerships. These efforts align with the EU’s role as a champion of shared values and norms, projecting its commitment to a fair and sustainable world. The study underscores the EU’s multifaceted approach to public diplomacy, bridging cultural understanding, advocating for norms, and fostering collaborative relationships to bolster its soft and normative power influence.

This article examines the role of Non-Governmental Organizations (NGOs) in Türkiye’s public diplomacy. Firstly, it discusses how NGOs are positioned as a public diplomacy actor in the public diplomacy literature. The second part emphasizes that the changes and transformations in the communication and media order also affect international activities such as public diplomacy. Finally, the last section analyzes the role of NGOs in public diplomacy activities of Türkiye. As seen in the new public diplomacy approach and the internationalization of political communication strategies, it has been argued that NGOs have a multifaceted and multidimensional field of action in public diplomacy. Although NGOs are more prominent in public diplomacy with their humanitarian aid dimension, they can also engage in vital activities for public diplomacy such as lobbying, producing a positive agenda, and establishing trust in the relevant society, and Türkiye should position NGOs in this way in its public diplomacy efforts.

Corporate diplomacy research suggests US executives display little interest in supporting government diplomacy and promoting national culture; rather, corporate strategy focuses on profit. The corporate diplomacy phenomenon, however, needs additional examination in the more collectivistic East Asia context. This study investigates a public–private partnership in which a corporation sponsors a cultural exchange project in Japan, specifically how Japanese business leaders perceive and integrate promoting national interests and country image into corporate strategy. This research analyzes the New Tohoku program that brings foreign students, businesspersons, and social media influencers to Tohoku, a region undergoing reconstruction since the 2011 tsunami, to learn about Japan’s economy, history, climate, and culture. Interviews with executives and managers and documentary information from corporate webpages, news releases, and promotional brochures reveal motivations for engaging to (1) promote Japan’s culture, (2) stimulate economic growth, and (3) generate awareness about Pasona through publicity. While unrelated to Pasona’s business model, New Tohoku reflects the “Japanese mindset” of helping Japan; the founder, employees, and shareholders ensure this remains a strategic objective regardless of profits. This research has implications for multinational corporations’ role in cultural diplomacy as a component of public diplomacy.