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The purpose of this paper is to analyse the engagement of chief executive officers (CEOs) in corporate communication and focus on how their approach to communication develops in relation to the longevity of their tenure. The paper also explores how founder centrality is linked to the objectives of CEO communication and the CEOs’ use of personal social media.

The paper brings together the relevant literature from different disciplines, related to leadership communication, CEO longevity and founder centrality, and reveals a number of unexplored issues. Four research questions were defined and an exploratory survey was carried out, involving 93 CEOs from large companies located in Italy.

The results show that CEOs are strongly engaged in institutional communication. Short-tenured CEOs seem more engaged in building and consolidating relationship networks with specific stakeholders (customers and employees), while long-tenured CEOs tend to be more involved in institutional and financial communications.

Due to the exploratory research design and the circumscribed sample from a single country (Italy), further cross-national evidence is needed to substantiate the suggested links between engagement in communication activities and longevity. The study highlights the managerial and communication skills that CEOs must be provided with during their corporate tenure, thus suggesting the need to further examine the “life cycle” of CEO communication activities.

The paper sheds light on CEO communication dynamics. It is the first of its kind in the Italian context, where some factors, such as longevity of tenure, seem to play an important role in shaping corporate communication objectives and activities.

The purpose of this paper is to examine the effects of message source and types of corporate social responsibility (CSR) message on stakeholder’s perception toward CSR and behavioral intention toward the company.

A 2 (message source: CEO’s Facebook account vs organization’s Facebook account) × 3 (types of CSR messages: internal CSR vs external CSR vs control) between-subjects online experiment (n=242) was conducted online.

Internal CSR message elicited greater perceptions of trust, satisfaction, control mutuality, and commitment toward the organization among the stakeholders than the external CSR message and the CEO’s personal life message. A significant two-way interaction between the message source and the type of CSR message on behavior intention toward the organization was obtained.

Internal CSR message does matter when it comes to social media posting. The general public do pay attention to what the CEO and the organizations are posting on their social media accounts. Message source does not matter when it comes to social media message posting. However, organizations and CEOs should try to stay consistent when it comes to creating a public CSR message.

The purpose of this paper is to take the results of two studies to hypothesize about practice and recommend research/debate on business leaders’ use and perceptions of social media. Data were considered under the umbrella of current senior management practice, with the purpose to make suggestions for better practice, but primarily to theorize about the probable evolution of social media value and credibility for executives.

The first study presents results from a qualitative content analysis of Fortune and Inc. 500 CEOs’ use of Twitter in terms of: activity and engagement; tweet subject matter; frequency of opinions expressed; and level of formality. The second considers the credibility of social media against traditional media and personal information sources within one quantitative survey.

Senior executives using social media (Twitter) tend to engage in one-sided conversations in a two-way medium. Further, most CEOs appear to be using more formal language than general Twitter users. These factors, combined with the low credibility and value of social media by senior managers, may indicate the best future hope for social media credibility with executives will be neutral.

In examining a combination of current literature and the data from these separate studies, the authors posit a number of underlying challenges in realizing the potential of the evolving social media environment that may deserve specific research.

Discussion touches on implications for future adoption of social media tools by business leaders, as well as one-way vs two-way communication tendencies. This paper proposes a starting-point for theory development regarding this significant emerging area of communication.

To better understand executive communication on social media, the purpose of this paper is to examine the pattern of messages posted by chief executive officers (CEOs) on Twitter and their retweetability (rate of reposting by other users).

The study data comprises 1,068 original tweets randomly selected from all Fortune 1000 CEOs’ tweets in 2014. The impact of the contextual factors (industry background, activeness, and Twitter age) and content factors (content types, supplementary information, and linguistic features) on retweetability was examined through regression analyses.

CEOs tweet to share information and insights, to promote their companies or products, to update work or life status, and to interact with the public. Original insights, promotional messages, and seasonal greetings were most likely to be retweeted. CEOs’ backgrounds, usage of hashtags, and certainty of language were also positively associated with retweetability.

CEOs may enhance their online social influence through demonstrating leadership by sharing insights about their organization or industry and posting topical messages (e.g. season’s greetings). Furthermore, CEOs could use hashtags strategically to initiate or participate in discussions and promote their personal visibility.

This study is one of the first to evaluate how leaders of the largest companies in the USA communicate on Twitter. It contributes to a theoretical understanding of the factors underlying online influence – the influence of the status of the online communicator vs the message content on information forwarding.

Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the “level-specific” or “level-generic” nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation.

This paper investigates the everyday CEO communication in social media, with particular focus on Twitter. The purpose of this paper is to contribute with insights into how expectations on corporate leaders to be present in social media are translated into everyday communication practice and thereby add to literature on narrative leadership.

A content analysis of the Twitter feed of Håkan Nygren, the CEO of the Swedish digital bank Nordnet. In order to answer the question – what are the stories and the rhetoric of a CEO in the banking sector an ordinary day? – the data set covers the totality of tweets by Nygren from 10 April 2013 to 31 December 2015.

The everyday Twitter narrative of Nyberg challenges established ideas of social media about personalised tone and interactions by highlighting three characteristics: limited scope of actors and content including the local Nordnet sphere, a formal tone in the tweets mainly based on corporate information and presentation, and few examples of dialogue and a limited number of voices outside of Nordnet. The data set of Nyberg’s Twitter feed during a period without any major events or crises for Nordnet paints a picture of a rather non-personal CEO with limited ideas on his mind to share online and with few friends.

Studies on social media and corporate communication have largely focussed on organisational crises. This study focuses on everyday narratives of managers and proves that the role of social media must be interpreted more broadly and as playing multiple roles, and that these roles are changing due to time and situation.

Despite an increasing trend in adoption of social media by for-profit organizations and their chief executive officers (CEOs), there is little understanding of how these new channels of communication are incorporated into the broader communication domain of a firm to discharge accountability during a crisis, when accountability is of critical importance. More importantly, research on how people perceive a crisis and voice their opinions to firms and CEOs on social media in reaction to that crisis is rather limited. Therefore, in this study the authors investigate these questions.

This study is based on a case. The authors focus on the biggest data breach in Internet history in a pioneer technology firm, the Yahoo data breach. The authors conduct descriptive and dramaturgical analyses informed by Goffman to investigate how Yahoo manages its several front stages (communication channels), including social media during and after the Yahoo data breach announcements, and how people respond to the Yahoo's front stage management.

The results show that, during this crisis, Yahoo engages in management of its front stages by first limiting them to a few, then by redrawing the line between its back and front stages, and finally by expanding its front stages to include two-way communication channels, including social media. An ongoing accountability process back stage guides Yahoo's management of its front stages and undermines Yahoo's accountability in front stages. However, social media audiences challenge Yahoo's control of its front stages by using various frames to make sense of the crisis, and to demand accountability.

This study furthers the understanding of how social media platforms are positioned in a firm's broader communication channels during a crisis. It also enhances understanding of accountability demand, especially during critical times in a digitized era.

Researchers have investigated the distinctions between founder and nonfounder chief executive officers (CEOs) for different performance variables. Researchers have also investigated the use of media as supplemental information that investors review to make decisions about initial public offering (IPO) firms. Research that investigates founders and nonfounder CEOs of IPO firms in the media is limited but growing. This paper aims to explore how founder and nonfounder CEOs' narratives are portrayed differently in business media following an IPO.

Using insights from the narrative paradigm, 1,057 news paragraphs about CEOs from 19 matched pairs (38 firms) were content analyzed using a contrasting coding strategy.

Founders and nonfounders' narratives differ in three ways. Specifically, founder CEOs are more likely to (1) have their personal background detailed in the media, (2) translate technical business information to easy-to-understand general language and (3) be quoted talking about positive information than nonfounder CEOs.

The results of this study show the media's role in creating narratives about management and how the experiences of founders and nonfounders are represented differently in the media. The study is limited by only investigating media articles about CEOs and not investigating the entire organizational narrative.

This study adds to the growing literature that investigates the role the media plays in portraying management in the media at time of IPO.

Drawing on the example of car manufacturer Tesla and its early investor Elon Musk, the purpose of this paper is to explore the connection between the personal communication activities of influential entrepreneurs on social media, the emergence of parasocial interactions (PSIs) and the related communication outcomes for the company.

This paper conducted an online survey, recruiting 207 participants via purposive sampling. Partial least square path modeling and an independent t-test were conducted to test hypotheses.

The results of this paper show that following entrepreneurs’ personal social media activities amplifies PSIs, which in turn positively impact the company's communication outcomes. Organization–public relationships and purchase intentions are improved by PSI.

To the best of the authors’ knowledge, this is one of the first studies that connects the personal and the organizational level in exploring entrepreneurial marketing. The results show that Elon Musk acts as an influential entrepreneur to effectively promote communication outcomes for Tesla. This paper illuminates the potential of entrepreneurs’ personal social media activities to support the success of their ventures.