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Article
Publication date: 12 March 2019

Bahtiar Mohamad, Bang Nguyen, TC Melewar and Rossella Gambetti

This paper aims to investigate the conceptualisation of corporate communication management (CCM) and its dimensionality from the practitioners’ perspectives. It proposes…

Abstract

Purpose

This paper aims to investigate the conceptualisation of corporate communication management (CCM) and its dimensionality from the practitioners’ perspectives. It proposes to validate an operational definition and dimensions of the CCM construct, which have not been identified in the literature.

Design/methodology/approach

The initial concepts are based on academic literature and followed by 12 face-to-face interviews with corporate communication practitioners and consultants from Malaysia to confirm the practicality of each dimension. QSR Nvivo Version 9.0 software is used to analyse the qualitative data. Then, the data are classified through deductive content analysis based on key words or themes.

Findings

The diverse perspectives are shown from the practitioners and consultants on the dimensionality of CCM. Most of the interviewees suggest that CCM dimensions include corporate advertising, corporate affairs, investor relations and employee communication within the corporate communication and other departments. They also found the public relations and media relations are clearly under corporate communications manager’s supervision. This research confirms the concept of CCM and its dimensionality to operationalise the CCM construct. The CCM dimensions also offer opportunities for further research to develop the measurement scales.

Originality/value

This research contributes to the clarification on the subject matter by developing clear concepts of the CCM and by offering insights about the role of the CCM dimensions, which help managers to more successfully incorporate the CCM dimension into the corporate management strategy. This paper also examines the concept of CCM and confirms its dimensionality, which helps in developing the CCM measurement for further quantitative research.

Details

The Bottom Line, vol. 32 no. 1
Type: Research Article
ISSN: 0888-045X

Keywords

Open Access
Article
Publication date: 12 September 2017

John M.T. Balmer

This paper aims to introduce a new integrated strategic framework entitled, “The corporate identity, total corporate communications, stakeholders’ attributed identities…

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17737

Abstract

Purpose

This paper aims to introduce a new integrated strategic framework entitled, “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum” and elucidates the central and strategic importance of corporate identity apropos corporate communications, corporate image, attributed stakeholder identifications and resultant behaviours. The strategic importance of corporate identity is noted. The continuum incorporates a variety of disciplinary/theoretical perspectives.

Design/methodology/approach

The paper/framework is informed by corporate marketing and strategic perspectives; legal theory of the firm; social identity branch theories; and stakeholder theory. The effects and management of corporate identity are seen as a continuum. The framework accommodates Tagiuri’s (1982) scholarship on corporate identity.

Findings

This paper formally introduces and explicates “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum”. Corporate identity management is an on-going strategic senior management/strategic requisite. Notably, the legal theory of company law – routinely overlooked – and its impact on corporate identity management is accepted, acknowledged and accommodated. The importance of stakeholders and stakeholder identification (a derivative of social identity theory) is underscored.

Practical implications

Via the explication of the continuum, managers can comprehend the nature and importance of corporate identity; appreciate that corporate identity adaptation/change is on-going; comprehend its interface/s with corporate communications, stakeholder attributed identities, identifications and the business environment; understand the need for on-going fidelity to an institution’s legally based core purposes and corporate identity traits (juridical identity); cognise the efficacy of constant stakeholder and environmental analysis. Corporate identity sustainability requires corporate identity to be advantageous, beneficial, critical, differentiating and effectual. Stakeholder prioritisation is not solely dependent on power, legitimacy and urgency but on legality, efficacy, ethicality and temporality.

Originality/value

The resultant framework/approach, therefore, aims to make a meaningful advance on the territory and, moreover, seeks to be of utility to scholars and practitioners of corporate marketing, strategy and company law. Arguably, therefore, the framework is more ambitious than extant framework on the domain. The resultant framework/approach, therefore, aims to make a meaningful advance on the territory and seeks to be of utility to scholars and practitioners of corporate identity, communications, images, identification, stakeholder theory, company law and, importantly, corporate strategy.

Details

European Journal of Marketing, vol. 51 no. 9/10
Type: Research Article
ISSN: 0309-0566

Keywords

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Article
Publication date: 1 February 1997

Richard J. Varey

A postal survey of directors and managers of corporate communications, communications, public relations, human resource management and marketing was con‐ducted among over…

Abstract

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.

Details

Corporate Communications: An International Journal, vol. 2 no. 2
Type: Research Article
ISSN: 1356-3289

Keywords

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Article
Publication date: 31 December 2003

Benita Steyn

Strategic management theory differentiates between enterprise, corporate, business, functional and operational strategy. Corporate communication strategy is conceptualised…

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16335

Abstract

Strategic management theory differentiates between enterprise, corporate, business, functional and operational strategy. Corporate communication strategy is conceptualised as a functional strategy, providing focus and direction to the corporate communication function. Acting as a framework for the communication plans developed to implement the strategy, it makes the corporate communication function relevant in the strategic management process by providing the link between key strategic issues facing the organisation and communication plans. Corporate communication strategy is seen to be the outcome of a strategic thinking process by senior communicators and top managers taking strategic decisions with regard to the identification and management of, and communication with, strategic stakeholders.

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Article
Publication date: 29 March 2011

Roland H. Bartholmé and T.C. Melewar

Despite the significance of sound, hitherto the auditory dimension has been widely ignored with regard to corporate identity management and corporate communication. This…

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1914

Abstract

Purpose

Despite the significance of sound, hitherto the auditory dimension has been widely ignored with regard to corporate identity management and corporate communication. This paper aims to expand the domains of corporate identity and corporate communication by focusing on the auditory dimension as a component of company‐controlled communication.

Design/methodology/approach

Based on an extensive review of corporate identity and corporate communication literature, a set of hypotheses is proposed that reflect antecedents of corporate auditory identity management.

Findings

The paper not only illustrates the importance of the auditory dimension as part of corporate identity management, it also provides initial suggestions of antecedent factors that are expected to determine the utilisation of sound on a corporate level.

Originality/value

The presented discussion about the role of auditory identity vis‐à‐vis corporate identity management provides initial guidance for managers when considering the auditory dimension as a potential ingredient of their communication tool kit. Moreover, this paper advances existing knowledge by providing initial insight into the relationship between domains such as auditory identity and corporate identity, visual identity and corporate communication.

Details

Marketing Intelligence & Planning, vol. 29 no. 2
Type: Research Article
ISSN: 0263-4503

Keywords

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Article
Publication date: 15 May 2007

Mary Welch and Paul R. Jackson

Effective internal communication is crucial for successful organisations as it affects the ability of strategic managers to engage employees and achieve objectives. This…

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48369

Abstract

Purpose

Effective internal communication is crucial for successful organisations as it affects the ability of strategic managers to engage employees and achieve objectives. This paper aims to help organisations improve internal communication by proposing theory with the potential to improve practice.

Design/methodology/approach

This paper identifies gaps in the academic literature and addresses calls for discussion and definition of internal communication, for theory on its mandates, scope and focus and to counteract the tendency to treat employees as a uni‐dimensional “single public”. To address these gaps, internal communication is defined and positioned within the corporate communication school of thought.

Findings

The paper proposes an Internal Communication Matrix which could be used to supplement other forms of internal situational analysis and as an analytical tool which may be applied to the strategic analysis, planning and evaluation of internal communication.

Practical implications

Strategic communication practitioners are offered a fresh perspective from which to consider internal communication. The Internal Communication Matrix proposed here could be used to supplement other forms of internal situational analysis and as an analytical tool which may be applied to the strategic analysis, planning and evaluation of internal communication. The internal corporate communication concept offers a lens through which communicators can consider communication strategy and tactics.

Originality/value

This paper's theoretical contribution is significant as it addresses gaps in the literature on internal communication. It does this by conceptualising a multidimensional stakeholder approach summarised in the Internal Communication Matrix. This approach is significant since it broadens previous approaches. The paper introduces the concept of internal corporate communication and argues that it should be a key focus for corporate communication theory and practice as it concerns all employees.

Details

Corporate Communications: An International Journal, vol. 12 no. 2
Type: Research Article
ISSN: 1356-3289

Keywords

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Article
Publication date: 11 October 2018

Ansgar Zerfass and Sophia Charlotte Volk

The purpose of this paper is to clarify and demonstrate the core contributions of communication departments to organizational success beyond traditional ideas of messaging…

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3634

Abstract

Purpose

The purpose of this paper is to clarify and demonstrate the core contributions of communication departments to organizational success beyond traditional ideas of messaging or information distribution. The main aim is to develop a better understanding of the different facets of value that the communication function delivers by introducing a distinction between strategic and operational contributions, following established management models.

Design/methodology/approach

The research is based on an extensive literature review at the nexus of communication management and strategic management research and ten qualitative case studies in large, internationally operating German organizations from different industries, combining in-depth interviews and document analyses.

Findings

The newly developed Communications Contributions Framework demonstrates that communications serve the corporation in four strategic and operational dimensions and emphasizes the critical role of communications in reflecting and adjusting organizational strategies, i.e. through identifying opportunities to innovate or securing intangible assets.

Practical implications

The paper outlines different application scenarios for how the new framework can be used in practice, i.e. as a multi-faceted rationale for explaining the impact of communication departments in the language of top management and reporting communication success in the logic of business.

Originality/value

The framework provides the first theoretically and empirically based “big picture” of communications’ contributions to corporate success, designed to lay ground for further discussions both in academia and in practice.

Details

Journal of Communication Management, vol. 22 no. 4
Type: Research Article
ISSN: 1363-254X

Keywords

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Article
Publication date: 7 August 2009

Line Ramsing

The purpose of this paper is to discuss the concept of project communication. What is currently understood by project communication? How and to what degree is it being…

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9186

Abstract

Purpose

The purpose of this paper is to discuss the concept of project communication. What is currently understood by project communication? How and to what degree is it being discussed within the field of corporate communication and project management? And finally, what is the potential of interpersonal project communication?

Design/methodology/approach

Based on a literature review of the two above‐mentioned fields of research, the discussion of the potential of interpersonal project communication is put in relation to concepts of power relations in an organisation, use of networks in communication and the trends and perspectives in contemporary project management.

Findings

The term project communication is emerging in the literature on project management and has a very limited place in the literature on external corporate communication. In the literature on internal corporate communication there is no mentioning of project communication. Despite the acknowledged need to focus on communication as a whole in projects there is no indication in the literature that any collaboration exists between the field of corporate communication and the field of project management – creating a gap at the intersection of the two fields of research.

Research limitations/implications

Given the early stage of this project, the empirical data collection has not yet taken place.

Practical implications

Using interpersonal project communication to strengthen project communication by integrating know‐how and principles from corporate communication.

Originality/value

The paper is of value by challenging the use of the term “project communication” and extending the concept by defining the aspect of interpersonal project communication and its potential in creating synthesis between the research fields corporate communication and project management.

Details

Corporate Communications: An International Journal, vol. 14 no. 3
Type: Research Article
ISSN: 1356-3289

Keywords

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Article
Publication date: 1 December 1999

Helen Stuart

Various writers have developed conceptual models of corporate image formation and corporate identity management. These models reflect the way in which corporate identity…

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9867

Abstract

Various writers have developed conceptual models of corporate image formation and corporate identity management. These models reflect the way in which corporate identity and corporate image have been conceptualised over the past three decades. This paper explores the significance of the various models as a rich foundation for the conceptual thinking on corporate identity, and draws from these models a more definitive model of the corporate identity management process. The model developed reflects current thinking, which places greater emphasis on organizational culture, corporate strategy, corporate communication and integrated communication. The implications for managers and consultants are discussed. A significant implication for both is that the increase in complexity of the model indicates that more variables need to be systematically taken into account when planning a corporate identity program.

Details

Corporate Communications: An International Journal, vol. 4 no. 4
Type: Research Article
ISSN: 1356-3289

Keywords

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Article
Publication date: 12 March 2018

Bahtiar Mohamad, Bang Nguyen, TC Melewar and Rossella Gambetti

This paper aims to provide a degree of clarity on the corporate communication management (CCM) concept, by building a conceptual framework that uncovers its underlying…

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1179

Abstract

Purpose

This paper aims to provide a degree of clarity on the corporate communication management (CCM) concept, by building a conceptual framework that uncovers its underlying antecedents and consequences. Although it is consolidated that corporate communication and information together play an important role in strategic management planning because of the high relevance of managing positive relationships with multiple stakeholder that have a strong impact on corporate survival, extant literature suggests that there have been few empirical studies so far assessing the contribution of CCM to organisational performance.

Design/methodology/approach

The paper is conceptual, and a model is developed as a result of an extensive critical multidisciplinary literature review.

Findings

Findings of this study identify three antecedents of CCM, namely, culture, information and communication technology innovation diffusion and corporate leadership. In addition, the study highlights a potential positive relationship between CCM, financial performance and corporate mission achievement. An integrative conceptual framework and a detailed summary table are presented in the paper.

Originality/value

This study provides a comprehensive critical insight into a growing body of corporate communication and information business literature that offers the basis for a thorough assessment of CCM contribution to organisational performance. By doing so, it advances the body of applicable knowledge of corporate communication meant as a strategic management lever. Moreover, the managerial and policy implications provided in this paper may help corporate communication and information practitioners to identify the key guidelines for the design and implementation of an appropriate CCM programme.

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