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The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

This paper aims to discuss the challenge for the classical idea of professionalism in understanding the Chinese software engineering industry after giving a close insight into the development of this industry as well as individual engineers with a psycho‐societal perspective.

The study starts with the general review of the sociological concept of profession, professional and specialization of knowledge. Together with revealing the critical challenge from the empirical field of software engineering industry regarding its professionalization, a critique of the neglect of subjective agency in classical conception of professionalism in sociology theory and methodology is set out.

A case study with interpretation of the subject's continuously developing identification with their specialization in knowledge and occupation from their narration of career experience reveals the dynamics in this development process relating to individual, social practice and societal factors.

This paper contributes to empirical research of analyzing the professionalization process of software engineering and software engineers in relation to the concept of professionalism, and it contributes theoretically by discussing the challenge of this process to the development of professionalism within this highly knowledge‐based industry in a Chinese societal context.

A postal survey of directors and managers of corporate communications, communications, public relations, human resource management and marketing was con‐ducted among over 1,000 UK organizations, resulting in the views of over 200 directors and managers being captured and reported. The survey was conducted by members of a UK university research unit which focuses or the development of the emerging field of corporate communications management and the survey was spon‐sored by the UK Chapter of the International Association of Business Communicators. Collates and interprets the data generated in order to explicate a snap‐shot view of the structure, operation, and evolution of the embryonic management field of corporate communications. Researchers recognized that many practitioners are working ahead of any major developments in significant underpinning principles of theory. The needs and possibili‐ties for future development of the field were to be exam‐ined from the results of the study.

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 most marked example of progress in marketing communications is the emergence of Integrated Marketing Communications (IMC). Many organizations now consider IMC to be a key competitive advantage of marketing. This paper reviews the developmental progress of IMC. Now, just a few years into the 21st century, IMC is entering a critical period, with many businesses – and the agencies that service their needs – apparently enmeshed in the first stages of IMC development. The early promise that IMC offered seems to be fading, unless organizations start to take it seriously, even when faced by the realities of organizational exigency.

InfoMall is a program led by the Northeast Parallel Architectures Center featuring a partnership of approximately twenty‐four organizations with a plan for accelerating development of the High‐Performance Computing and Communications (HPCC) software and systems industry. HPCC is a critical technology where the United States has clear international leadership and which will have unprecedented impact on industry, education, society, and defense. The communications component of HPCC is critical to developing HPCC products. Acceptance of HPCC by these real‐world sectors has been delayed by the extremely hard problem of HPCC software development. InfoMall employs a novel technology development strategy involving closely linked programs in technology extraction and certification, software development, marketing, education, and training, economic development, and small business support. The process is constructured and explained by analogy to a full‐service set of stores in a shopping mall.

The emerging wireless technology is now widely applied in the business world. This article addresses the services and technologies of wireless communications used in the business world. Its business applications, managerial issues, and future development are also addressed.

If governments are really to stimulate the information society, they must lead from the front. That means redesigning government communications from the ground up, in ways that engage citizens and encourage e‐commerce. Local portals could pave the way, but first they must win over Web users from other communications channels. That means attracting the best content – and one way for governments to do that is to set a standard in pricing and marketing their own data.

The purpose of this research is to study how communication executives perceive their internal and external legitimacy, how they reflect on recent developments in their work, and which future challenges they perceive as being important.

The approach takes the form of in‐depth interviews with communication executives.

Communication executives have a distinct strategic managerial role within their organizations. The executive role involves three different performances: the organizational leader; the communication leader; and the communication manager. Executives perceived high external legitimacy, whereas internal legitimacy varied between organizations, and status and formal position were both dynamic and subject to negotiation. The communication technology development, termed as a “revolution”, has considerably affected executives' work. Future communication challenges such as globalization and organizational change were discussed.

Recent changes have strengthened the roles of the communication executives. Internal status and legitimacy appear to be dependent on the attitudes of the other executives. These relationships and the emerging executive roles will be an important basis for study in future research.

Internal legitimacy was clearly an issue of negotiation, which is important for practitioners to consider. Acting out the educational role, working with communication support and the coaching of managers, and initiating and pursuing strategic organizational issues may be means by which communication executives are further able to enhance their internal legitimacy.

New insights with regard to the legitimacy, practice and self‐perceptions of communication executives are provided. This is the first study of Swedish communication executives, adding to the knowledge base derived from studies from The Netherlands, UK and USA.