Positive response action: The ultimate goal of website communication

Abstract

A vast array of communication and behavioural theories and models has long assisted the communication management industry in its quest for excellence. While relying upon and discussing many of these theories in relation to website communication, this paper explores the development of theoretical platforms which are unique to the website mode of communication. It asserts that investigating new and varied theoretical paradigms can assist the communication management industry in analysing, extending and optimising its efforts in cyberspace. This paper explores the potential of a generic, theoretical approach to desired behavioural response via the website. It provides a modular definition of desired behavioural response to websites. This definition comprises six potential positive outputs and has been called “positive response action”. The paper proves, via comparative analysis, that positive response action parallels established communication goals and objectives. This paper also explores the concept of any one website belonging to one of three sender motivated categories: individual, strategic stakeholder communication and non‐strategic stakeholder communication. Traditional communication and behavioural response theories are analysed in relation to positive response action as are the essential cognitive needs of a website visitor. These needs are contextualised in a critical path “user gratification” format in relation to the achievement of the goal of positive response action. Excellence in effective website communication has become a priority for the public relations profession worldwide. While exploring this quest for excellence and its relation to theoretical dynamics, this paper reinforces the universally accepted requirement of accurate audience definition in order to achieve communication success and behavioural response.

Citation

Sharp, L. (2001), "Positive response action: The ultimate goal of website communication", Journal of Communication Management, Vol. 6 No. 1, pp. 41-52. https://doi.org/10.1108/13632540210806928