Research problem: Discourse bridges between the speakers and the audience in product launches. However, how the verbals and the visuals work together in the construction of interpersonal meanings in such communication remains largely underexplored. Research question: How were interpersonal meanings constructed via verbal and visual semiotics in the iPhone 1 product launch presentation?. Literature review: Despite the recognized importance of innovation communication, communication at the launch phase is underexplored. Moreover, communication and management studies have generally neglected the role of grammar-based discourse in promoting innovation, while linguistic studies have paid inadequate attention to language's implications for innovation communication and management. Thus, we address the discursive building of interpersonal meanings in product launch presentations to fill such gaps. Methodology: Integrating Halliday's Systemic Functional Grammar and Kress and van Leeuwen's Systemic Visual Grammar, we conduct both verbal and visual analyses to explore the construction of interpersonal meanings in Steve Jobs' iPhone 1 launch presentation. Results: Analysis of the verbal strategies suggests that Jobs built different interactive roles as an authority innovation leader and as a close “friend” willing to engage with the audience. Moreover, by combining verbal semiotics with the delicate arrangement of image act, size of frame, and angle, the presentation video was carefully planned to create offer contact, produce close social distance, and present equal and objective attitudes to further enhance the construction of interpersonal meanings, thus contributing to the audience's understanding and recognition of the innovative product. Conclusions: This article offers insights into innovation discourse and communication by investigating the semiotic features of the iPhone 1 product launch presentation, thus adding to the extant literature on professional communication and innovation management.

This study aims to investigate the different and competing perspectives of stakeholders of cultural heritage sites by examining the Mutianyu Great Wall in China.Literature review:Most studies focus on investigating the tourism destination image from the perspective of only one stakeholder, and only a small amount of research has attempted to integrate the perspectives of competing stakeholders into a single study.Research questions:1. How did the business operator perceive the Mutianyu Great Wall? 2. How did UNESCO perceive the Mutianyu Great Wall? 3. How did international tourists on TripAdvisor perceive the Mutianyu Great Wall? 4. What are the dynamics among the three stakeholders' perceptions? 5. In those dynamics, what are the contested issues in the Great Wall's heritage preservation and tourism development? Methodology:The study adopts a discursive approach to social constructivism in examining the images of the site as perceived by the three important stakeholders. It incorporates qualitative thematic and multimodal discourse analysis with quantitative high-frequency word analysis, supplemented by an interview with the heritage site administrator and a field trip. Results:The business operator perceived the Mutianyu Great Wall as a scenic spot for modern rural tourism, UNESCO emphasized its historical and cultural significance, and international tourists perceived it as a hybrid image.Conclusions: The study identified a preservation-growth continuum and showed different and even competing perspectives. It also discussed two contested issues in the field. The study contributes to heritage studies by developing an interdisciplinary discursive framework and suggests practical implications to heritage management and professional communication.

Research problem: The study attempts to study how an empowered Chinese public coped with and interpreted the environmental crisis of the ConocoPhillips oil spill and how ConocoPhillips reacted to the growing influence of social media. Research questions: In what ways did the Chinese public exercise its new power through social media in addressing the ConocoPhillips Oil Spill Incident? How did a multinational company like ConocoPhillips act during the crisis and react to the voices of the public through new media? Literature review: Social media has caused a power shift in China by allowing the ordinary Chinese public who used to be the silent majority to expose scandals and express their opinions about crises with greater freedom. At the same time, pressure is growing on corporations to exercise social responsibility, through responding to economic, legal, ethical, and discretionary expectations that society has. Stakeholder theory indicates that only by meeting the needs and expectations of the individuals and groups who can affect or are affected by the firm's objectives can a firm survive and succeed. In developing countries, corporate social responsibility is characterized by a lack of systematic and institutionalized approach, with stakeholders, such as the public and community, being neglected for a long time. Methodology: Researchers conducted a thematic analysis of 932 microblog and blog entries about the ConocoPhillips Oil Spill Incident in China that were published on leading Chinese social media websites between June 2011 to February 2013. Results and discussion: The study found that the oil spill sparked an uproar of anger and criticism in the Chinese online community. Most posts on microblogs and blogs engaged in finding the causes and laying the blame for the oil spill. The overwhelming majority of the Chinese public attributed the crisis to the faulty laws and inaction on the part of the Chinese government regulators, to ConocoPhillips, and the Chinese joint venture partner China National Offshore Oil Corporation's failure to undertake due responsibilities. In response to mounting online criticisms, ConocoPhillips exhibited little interest in engaging with the Chinese public and showed poor communication in terms of Corporate Social Responsibility (CSR). The study's theoretical contribution lies in combining CSR and Stakeholder theory with Discourse Power theory. Practical implications to multinational corporations seeking long-term business development in the developing country contexts, such as China, are that managers need to engage in responsive listening, actively participate in online conversations, and constantly scan the social media environment to manage its relations with the general public. Particularly, firms experiencing crises can gain the public's emotional support by communicating emotion-laden messages through social media.