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Communication strategy during the management of change has been one success factor widely cited in the literature. However, despite its recognition within the enterprise resource planning (ERP) domain, there has been little regard for stakeholder perspective and even less for practical suggestions regarding communication planning.

This mixed‐method research investigated the ERP implementation process from the perspective of four key stakeholder groups and generated greater understanding of their differing views on communication effectiveness and preferred communications strategies during the management of change process.

The findings of this study revealed that stakeholders differ, significantly in some respects, in how each group believes certain aspects of the project should be handled, from a tactical communication standpoint.

The research is based on a single case study, which adds caution to the generalizability of the results. Further, the survey sample was self‐selected and not random.

This paper has made a significant contribution in terms of understanding differing perspectives regarding communication strategies during change. Particularly, we have learned how each group believes certain aspects of the project should be handled, from a tactical standpoint.

The lack of case studies addressing practical challenges has already been identified as a gap in the literature. Further, with a stakeholder perspective combined, this research has revealed another element, which is that the management of ERP projects is not as simple as a “one size fits all” strategy.

In today's risk society, foundations are essential for sustaining democracies. However, the proof of a value-creating function of foundations is rarely assessed. Therefore, this study uses sensemaking theory and the communication value framework to explore to what extent a foundation achieved its overall mission in tackling societal challenges as opportunities.

This study employs a case study approach of a Swiss foundation. Through 20 semi-structured interviews with key stakeholders, insights about the value-creating function of the foundation were gained, showing how strategic communication activities contributed to the foundation's overall mission in various spheres of action.

The stakeholders overall identified a value-creating function of the foundation. The feedback obtained from the interviews could be structured along the lines of the communication value framework, with minor adjustments, showing that the foundation brought about value through its strategic communication regarding tangible assets (e.g. publicity), intangible assets (e.g. unique reputation), room for maneuver (e.g. renowned network) and opportunities for development (e.g. new formats). However, on each level, value-limiting factors have also been identified (e.g. limited publicity).

This study is the first to employ sensemaking theory to assess a foundation's value-creating function in achieving its overall mission by interviewing direct stakeholders. It is also one of the few studies in the field that analyzes strategic communication of foundations. Thus, this study adds methodological, theoretical and practical knowledge to foundation communication, value-creation and strategic communication management.

The purpose of this paper is to investigate the communication behaviour on Twitter during the rise of a preventable corporate crisis. It aims to contribute to situational crisis response strategies, and to broaden the authors’ understanding of legitimacy management. In September 2015, Volkswagen’s (VW) emission scandal became public and caused debates also in social media. By applying complementing tools of data analysis to the Twitter communication around the “Dieselgate” crisis, this study unfolds a field of tension between corporate strategy and public perception.

The authors collected Twitter data and analysed approximately 2.1m tweets relevant to the VW crisis. The authors approached the data by separating the overall communication in peak and quiet phases; analysing the peaks with social network analysis techniques; studying sentiments and the differences in each phase; and specifically examining tweets from VW’s corporate accounts with regard to the situational crisis communication theory (SCCT) and legitimacy.

VW’s very few tweets were not able to reduce the emotionality and sentiment of the ongoing Twitter discussion. Instead, even during quiet phases, the communication remained rather negative. The analysis suggests that VW followed a strategy not covered by SCCT, i.e. keeping silent.

The discovered strategy of keeping silent extends the SCCT and is linked to legitimacy management. Learnings from this study help decision makers to put social media response strategies into practice to swiftly recover from crises or refrain from certain strategies to avoid further reputational damage.

Examining the underlying communication patterns of a crisis case with societal magnitude such as “Dieselgate” helps sensitising customers and executives to utilise social media channels more comprehensible in future crises.

The study uncovers the unconventional and yet barely addressed crisis response strategy of a global enterprise while devising unique realisations for practitioners and communication researchers. It contributes to existing knowledge about situational crisis response strategies, and broadens the authors’ understanding of legitimacy management in times of social media ubiquity.

Since employees are considered to be one of the most important sources for innovation, the purpose of this study is to create a change management framework for implementing an innovation culture by means of internal communication.

First, an interdisciplinary model was derived from research and existing literature. It was then tested in a case study with qualitative expert interviews and a quantitative online survey among all employees of a sample firm.

Instead of a linear change, as implied by the theoretical model, different identification levels existed simultaneously within the firm's culture. A typology summed up the corresponding perceptions of the innovation culture: innovation culture, innovation pioneers, mediocrity, standstill, and refusal. Significant correlations between identification and internal media (r=0.405), as well as identification and action (r=0.158) underlined the importance of internal communication.

This study only explores the topic from a communication science perspective. However, examining its link to other important factors like organisational structure would provide further insight. Also, research in different countries and fields is needed, since the results of this case study cannot be considered representative.

The goal of communication managers should be to lead employees through the phases of identification by specifically targeting their identification levels and using the appropriate media to address the findings.

The developed framework helps as a management tool for assessing how employees perceive messages of an innovation philosophy and internal media. By linking the internal, innovation, and change communication, it identifies new essential aspects for creating a communication mix and specifically communicating with the target‐group.

This paper seeks to advance paracrisis research by clarifying paracrises’ distinct features and developing typologies of paracrises and response strategies with strong external validity.

A case series study of 143 paracrises systematically selected from various news and trade sources was conducted to build an organizational paracrisis communication framework that connects paracrisis clusters with paracrisis response strategies.

Results of the study attest to the validity of the paracrisis concept by demonstrating refined paracrisis clusters’ connections with refined paracrisis response strategies.

This study enriches paracrisis research by refining the paracrisis definition, paracrisis clusters and response strategies. Its rigorous descriptions of how organizations address paracrises distinguish paracrisis response strategies from traditional crisis response strategies and generate rich possibilities for future analytic investigations.

As perhaps the first empirical attempt to build a comprehensive framework of organizational paracrisis communication, this descriptive study lays the groundwork for the burgeoning paracrisis communication research.

This chapter presents results of a qualitative study among European champions in social media management. It aims to describe a strategic process and its implications for social media strategic management.

The chapter is based on four in-depth case studies involving both primary and secondary data analysis and interviews.

Social media management is governed by similar principles as corporate communication management. However, there is an important role of personal preferences of senior executives for an effectiveness of the strategic process.

The model allows describing the social media management in the multinational companies. Organizational learning process drawn in this chapter can be directly applied in the multinational companies from various industries.

Social media create an environment in which established actors need to learn how to communicate socially. Sophistication of the tools requires sophistication of the strategies and processes.

This chapter analyzes companies from various industries which are considered successful in social media strategic management. It creates a model which is applicable in various industries. It provides also insights into social media strategies from the research among social media global leaders.

The purpose of this paper is to present a collaborative communications model developed during the conduct of a recent academic research study and provide information to healthcare supply chain managers and administrators.

Using data collected from a case study involving healthcare supply chain managers in the United States Army, this work examines how collaborative communications is linked to healthcare supply chain management. The findings associated with this study may have many transferable applications to institutions beyond a military health services context.

This paper presents the findings and conclusions ascertained during a case study of collaborative communications. Five emerging themes were identified and a management model was developed for the enhancement of healthcare supply chain operations. Emerging themes included synergy among organizations, stakeholders working together, enhancements in supply chain operations, a continuance of training for supply chain leaders, and commonalities among disparate levels of management.

Healthcare is a continually evolving industry. Supply chain efficiency can be linked to potential cost savings and more efficient operations within healthcare organizations. By understanding a model related to communicating collaboratively, leaders begin to understand the need for partnering among internal and external stakeholders and creating more efficient practices and processes. While this discussion is directed specifically toward healthcare management, the principles are applicable across a wide array of industries.

Communicating effectively is never easy for any healthcare organization or staff. Whether isolated to key individuals or throughout the entire organization, leaders have an inherent responsibility to share information and set conditions for organizational success. Arguably, the critical path to success involves effective, collaborative communications across multiple echelons of management responsibilities.

While there is a dearth of literature examining communications and collaboration among various industries, little information is directed specifically toward the management of healthcare organizations or supply chain operations. In an applied sense, this model provides healthcare supply chain managers with concepts related to communicating more effectively at both the individual and organizational levels.

The purpose of this paper is to test how framing of CSR messages, based on a value-theoretical framework, impacts consumer perception of the CSR message.

Quantitative study in the form of an online survey strongly inspired by classical experimental design.

Findings demonstrate that explicit communication of CSR framed as a corporate competence, and to some extent also as something personally relevant to the receivers, positively impacts evaluations of CSR messages and the companies behind them.

Findings indicate that CSR messages could increasingly emphasize corporate competence with a lesser focus on moral ideas and commitments, and that framing strategies can be effective in creating CSR messages that will be positively evaluated by young consumers.

This study contributes by providing new insights into how value-based framing of CSR messages can increase credibility and relevance and thus help facilitate the complicated task of communicating CSR by way of suggesting a new CSR communication strategy framework.

The primary objective of this paper is to model internal corporate communication (ICC) process, examining the nature of the process, the outcomes thereof and the variable that has the ability to mediate the process, in the context of an Indian petroleum public sector undertaking (PSU).

Following a review of the internal corporate communication and internal branding literature, an exploratory methodology was designed to capture the perceptions of employees on internal brand communication practices prevailing in the organization with an ambition of becoming a leading employer brand. Transcripts of interviews were analyzed, coded thematically and the essence of experiences was jointly combined into one description.

First, a relation between ICC dimensions and internal branding outcomes is established. Second, it is recognized that ICC practices and brand training have a positive impact on communication satisfaction that further promotes a sense of brand identification, loyalty and commitment among the employees.

Given the qualitative nature of the case study method, only limited generalizations can be made as the purpose of case study research is to add to theory‐building rather than to generalize to a population. There is a clear need for further empirical research. Such research could help quantify the nature of the relationships between the variables suggested and establish the extent to which the model might be generalized to other organizations.

This paper would be of value to researchers and practitioners seeking to understand and promote the specific role of ICC in achieving communication satisfaction and internal branding outcomes.

It is rare to find a company among Indian PSUs that has undertaken effective internal branding initiatives through its corporate communication department to strengthen the employer brand.

This paper aims to investigate how small to medium‐sized enterprises (SMEs) use particular brand communication activities to develop their brands.

As a means to build some understanding about this phenomenon, a “contemporary marketing practices” perspective was used as a theoretical framework to 30 holistic case studies in Mexico. Semi‐structured interviews were carried out with brand owner/managers.

Findings suggest four categories of brand communication activities based on interactional, transactional, and e‐marketing approaches, including “close and personal”, “mass‐personalisation”, “mass”, and “e‐communication” activities.

Many more activities were found in interactional marketing as it appeared to be more suited to SMEs and context. Future research may address key activities for further investigation such as word‐of‐mouth as a key role in SME brand communication.

This study confirms the key participatory role of the brand owner with regard to brand communication activities.

This is one of the first articles that attempts to explain how SME brands use marketing communication tools to interact with their stakeholders for brand development.