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The purpose of this paper is to propose an explication of the concept of “maturity,” as it applies to communication evaluation and measurement (E&M) practice, along with contextualization of recent maturity model adoption within academic and professional communities.

Drawing from previous work on maturity models within other fields, recent communication scholarship and industry practice, this paper fills a gap in the literature by offering a theoretical conceptualization of communication E&M maturity, including the construct’s core dimensions and sub-dimensions.

Communication E&M maturity is conceptualized into four essential elements: holistic approach, investment, alignment and culture. The contribution of E&M efforts is represented as the direct support of corporate strategy, and ultimately increased value, from the communications function. Operational elements of maturity include levels of analysis, time, budget, tools, skills, process, integration, motivations, relationships and standards.

In exploring the factors necessary for “mature” E&M programs, and specifically emphasizing the need for a holistic approach, along with sufficient investment and alignment, and conducive cultural factors, the research builds upon existing work examining how communication can serve to inform corporate strategy and create value for an organization. Greater understanding and application of the maturity concept has the potential to advance the field by increasing both accountability and credibility for the work done by the communications function.

The purpose of this paper is to reflect on the current state of communication evaluation and measurement (E&M) as a vital field connecting academics and practitioners in communication management.

The authors track recent developments in the field, address the ongoing struggle toward E&M standards, and propose six agenda points for the future E&M debate.

While the authors see an engaged, international interest community making considerable headway in important E&M issues, the conclusion is that several areas require further work: dynamics of standardization; going beyond the effectiveness-based view; internal services evaluation; addressing intervening variables; closer ties to related fields; and dissemination into the wider practice.

The paper gives a pointed reflection of the state of the field and also provides a comprehensive list of current resources for those who aim to further the E&M debate.