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Explores the importance of training in communications to enhance one’s business career. It is often taken for granted that a training in communications serves as an end in itself but such a training has far more implications than the communications graduate or management may realize. Indeed, the value of a training in communications permeates any organization. In spite of the growing awareness of training in communications, as seen from the numerous communication programmes in companies, and the value of communication in the workplace, it is sobering to note the low esteem in which communications professionals are held. Addresses this issue to emphasize the value of communications training and suggests how communicators can achieve better business success with the kind of training they have received.

The purpose of this paper is to develop a new model of communication capital which addresses the current challenges of corporate communications within the framework of intellectual capital research.

Modelling corporate communications from the perspective of intellectual capital research.

Communication capital consists of four component factors: juridical capital, organizational capital, human capital and relational capital. The proposed model supports the closer integration of organizational communications with business operations and strategies.

The paper provides a new approach to managing and analysing corporate communications. The ideas of communication capital are applicable to the management, development and planning of communications not only in business companies, but also other organizations and associations.

The purpose of this paper is to explore the impact of small business managers ' objectives and preferred methods of communicating on the communications aspect of accountants ' advisory relationship with small business. Through exploring and reporting on these issues, the paper seeks to contribute to understanding of accounting ' s capacity to satisfy the communication needs of its users.

The study employs a mixed methodology, comprising a questionnaire to access evidence from small business managers and semi-structured interviews with accountants, which provide a complementary perspective to accountant/small business communications. The analysis of the findings is informed by media richness theory.

Small business managers prefer direct forms of contact with their accountants and the richness of verbal communications. This is demonstrated in accountants ' use of visual and audio cues, including reinforcing and adjusting techniques, which enhance the appeal and utility of verbal communications. Accountants ' documents have been relegated to a supplementary reinforcing function in the profession ' s communications with small business. Small firm managers ' objectives influence their interest in and use of accounting information and the communications approach that their accountant implements. The findings indicate that accountants adopt communications approaches with small business managers, which satisfy the communication needs of the economically significant small business sector, a significant user of accounting information and services.

The paper contributes to redressing a gap in the accounting discipline ' s literature regarding accountants ' communications with small business, while offering insights that may be useful to practitioners in their advisory relationships with small business managers.

This research examines the importance of measurement in the communications industry and business in general, the insufficiency of measurement in communications, how communications professionals' measurement needs are changing, obstacles to meeting measurement needs, and the potential benefits from understanding the link between intangibles and business value.

Research methods used to link communications activities to business outcomes included statistical analysis (collecting, evaluating, and drawing conclusions from data) of intangible assets, or non‐accounting, non‐financial business drivers such as people, ideas and relationships. Measurement data was based on information companies already owned, including media content analysis data and employee survey results.

Pilot studies have demonstrated that this model will provide greater insight into how intangibles such as communication activities contribute to business outcomes that matter to senior management and will eliminate the obstacles to measurement – concerns about expense, fear of results, and isolation of the effect of individual activities.

This discussion is essential to understanding that the communications industry in particular and corporations as a whole need a way to add meaning to the data they already have; to link existing data to business outcomes; and to demonstrate that effective communications activities and other intangibles move organizations toward their business objectives.

The question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications compete internally with other functions (e.g. marketing and human resources (HR)) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units.

Based on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature.

The CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principles of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated.

The approach stimulates the debate on communication units as objects of observation when researching communication management practices. Further research with appropriate empirical methods is needed to identify and study different types of business models for communications.

The CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally.

Transferring a well-known concept from general management to communication management enriches the value creation debate in theory and practice. It allows communication leaders to align their work with organizational goals and make it accessible to top management and other decision-makers in the organization. It also opens up new avenues for research and education.

The purpose of this paper is to identify the distinctive elements of CSR communications that characterize the communications models of family businesses in the Italian wine industry, and to compare them with nonfamily businesses.

Using a case study approach, a sample of large and medium companies practicing corporate social responsibility was identified. The content of their websites was examined using content analysis and text mining (correspondence analysis techniques and word association analysis using the T-Lab software).

The analysis indicates that the ownership structure nature makes a difference in the online CSR communications process. The cultural identity in both family and nonfamily businesses is founded on intangible factors such as tradition; however, being a family business is a fundamental driver in the online CSR communications process, no longer forming a bond among players in the wine industry, but rather linking with other wine family businesses.

One limitation of this work is the small size of the investigated sample. An added value it contributes is its focus on the Italian wine industry. The paper provides the essential elements that family and nonfamily wine businesses should consider in customizing their CSR communications with the brand’s specific details.

The authors highlighted the similarities and differences of family and nonfamily wine businesses in terms of their online CSR communications. The authors also observed how the family wine business identity, in its multidimensional construct, has common factors with what we call “familiness.” This research could establish a starting point for further work within this important sector.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.