An eclectic view of organisational performance is presented and the ability of mass media to influence it is addressed. A number of cases are considered in the light of this including Northampton Healthcare NHS Trust and the American Electric Power system. Comments are presented in relation to a number of organisations including General Motors, The Inland Revenue and Shell UK. Concludes that communication is a core competence activity in performance management.
Harrop, B. and Varey, R. (1998), "Communication practice as corporate business performance: an empirical approach", Corporate Communications: An International Journal, Vol. 3 No. 4, pp. 123-128. https://doi.org/10.1108/eb046563Download as .RIS
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