Search results

The study aims to explain the communicative basis of conflicts in which actors stand in opposition in defining a negotiated situation and to deepen knowledge of environmental conflict development, in particular on how frames are (re)shaped through discursive choices in interaction.

This study adopts an interactional approach to framing and 1) identifies the frames shaped and reshaped in four environmental debates and 2) analyzes how framing activities affect the course of the debates.

This study contributes to understanding 1) the interactive nature of conflicts; 2) how the reception and interpretation of issue framing depends on the surrounding identity and characterization framing and 3) how framing activities, like identity work, emotional alignment and reframing, can affect the course of environmental debates toward polarizing or bridging.

On a methodological level, this study contributes to communication research by applying methodologies for investigating framing processes on a micro-level. This study investigates interactional framing, considering the perspectives of frame strategists engaging in issue arenas. The study provides an in-depth discourse analysis of the debates but lacks an overview on the entire issue arena regarding this conflict.

Skilled actors span boundaries by articulating issue frames that accommodate opponents' concerns and values while demonstrating the added value of the new frame, adjusting identity work in favor of relations with opponents. Furthermore, calibrating emotional intensity offers opportunities to mobilize support.

This research investigates which communicative competences are essential to act adequately in environmental conflicts, given their intractable nature, and suggests opportunities for cocreation by making discursive choices. This approach helps to uncover the micro-processes that escalate and de-escalate a conflict.

The purpose of this paper is to systematically explore the basic ideas of what organizations should do to get “in tune” with the environment they depend on.

Literature was selected and studied in the domain of corporate communication, interactive modalities, and negotiation, and related to communication‐management of organizations.

The paper offers a well‐considered and structural overview of different communication tasks, how they are related, and how they can be managed coherently using the state‐of‐the‐art perspectives on effective communication.

The paper provides a model that gives a better insight into the range of activities a communications manager has to deal with in the strategic planning phase and in the execution phase. Therefore, the model can be used to get a more balanced distribution of consts and efforts. In addition, the paper reveals the kinds of competences that are at issue, and therefore criteria can be derived to evaluate existing competence profiles. These criteria are useful in the recruitment of communication specialists, as well as in the training and supervision of staff members.

Although numerous models can be found for depicting and categorizing the environment of organizations, little attention has been given to the way such continuous reflection can be achieved. This paper offers a global and systematic overview of the communication activities required. The model, developed in the paper, can be applied in comparative studies of corporate communication practices and how these relate to performances.

The purpose of this paper is to reflect on the relationship between creativity and planning perspectives.

Creativity is considered to be the source of new and competitive ideas through which an organization positions itself in its environment. A distinction is made between means‐end planning and emerging alternative approaches to planning. It is argued that in means‐end planning schemes creativity is predominantly a problem solving activity seeking to find an ideal mix of instruments to meet a clearly stated goal.

Demonstrates that creativity can be much more if other perspectives on planning are accepted. A broadened concept of creativity is presented, pointing to strategic devices that promote and facilitate creativity in an organization.

Is of value by stressing that “being creative” should be a part of an organization's everyday experiences, a component of normal meetings, and a reality for all members of an organization.