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1 – 10 of over 98000
Article
Publication date: 1 April 2006

Triveni Kuchi

Purpose – Libraries have been experiencing relentless change and uncertainty in their environment. The literature on corporate communications, strategic management and…

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Abstract

Purpose – Libraries have been experiencing relentless change and uncertainty in their environment. The literature on corporate communications, strategic management and planning, marketing and public relations more recently, has been recommending using communications as a strategy to coherently and proactively handle and foresee change. Planning and using an overall communications strategy will bring integrity and adherence to the library's goals and direction while reducing the discomfort of change. This selected bibliography is a quick starting point for understanding the significance of an overall communication strategy and its use for managing conflicts and changes in the library's environment strategically. Design/methodology/approach – This article covers books and articles from mid‐1980s to 2004, published around the world. The sources are listed alphabetically by author and then chronologically for different sources by the same author, providing brief but useful information about the content covered for each source. Findings – This bibliography illustrates a variety of research from corporate communications, strategic planning, communications management, marketing and public relations literature that emphasize the role of communication in strategic management. Research limitations/implications – It records a comprehensive list of publications covering international perspectives as well as publications about communication strategy. Practical implications – This selected bibliography is primarily intended for librarians, library planners, managers or administrators, but is also relevant to corporate and business professionals, planners and administrators. Further, it would also be a useful resource for students, faculty and researchers of communication. Originality/value – This bibliography presents a much needed resource list for gathering insights into the strategic role of communication for organizations such as the library that are in a state of constant change.

Details

Library Management, vol. 27 no. 4/5
Type: Research Article
ISSN: 0143-5124

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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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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

Book part
Publication date: 24 September 2018

Maria Borner and Ansgar Zerfass

This chapter attempts to broaden corporate communications and public relations research by introducing a theoretical foundation for the inbound (in contrast to the…

Abstract

This chapter attempts to broaden corporate communications and public relations research by introducing a theoretical foundation for the inbound (in contrast to the outbound) perspective of communication. The idea of organisational listening has recently been introduced by a small number of researchers. However, current concepts are mostly based on the relational paradigm of public relations. Listening is positively connoted in those concepts because it might help to foster mutual understanding, advance favourable relationships with stakeholders and support normative ideals of deliberation in democratic societies. This is not convincing from the point of view of communication managers who align their strategies and budgets to overarching organisational goals. The chapter aims to develop a new approach beyond the relational approach by linking corporate listening to corporate value. In a first step, current definitions and concepts of organisational listening are discussed in order to underline the need for a new approach. Secondly, the need for an inbound perspective of communication is explained by referring to Giddens’ structuration theory and its consequences for managing communications. Thirdly, corporate listening is conceptualised as a strategic mode of communication by referring to the overarching concept of strategic communication. Last but not least, the chapter elaborates on the value of listening for corporations and concludes with a broadened understanding of strategic communication.

Details

Public Relations and the Power of Creativity
Type: Book
ISBN: 978-1-78769-291-6

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Article
Publication date: 21 February 2022

Wilson Ozuem, Kerry Howell and Geoff Lancaster

The concept of integrated marketing communications (IMC) was developed in the 1990s and has gained significant interest from academics and practitioners, yet it is seldom…

Abstract

Purpose

The concept of integrated marketing communications (IMC) was developed in the 1990s and has gained significant interest from academics and practitioners, yet it is seldom achieved in practice. The purpose of this paper is to investigate the reasons behind this assertion.

Design/methodology/approach

Knowledge needed for this study was generated from a case study of a global company, operating a decentralized organizational structure in the health-care industry.

Findings

Thirty semi-structured interviews were performed with marketing employees and management. This paper contributes to facilitating marketing communications by developing a conceptual model using strategic guiding principles to align marketing communication activities.

Research limitations/implications

Thematic analysis generated three integration areas: efficiency, consistency and relationship.

Practical implications

The information generated from this research paper should assist managers when attempting to implement an integrated approach to marketing communications.

Social implications

As IMC is intertwined with the concept of strategy, if it is implemented as a strategic process; similar social influences are relevant for strategic IMC implementation.

Originality/value

This paper contributes to facilitating marketing communications by developing a conceptual model using strategic guiding principles to align marketing communication activities.

Details

Qualitative Market Research: An International Journal, vol. 25 no. 2
Type: Research Article
ISSN: 1352-2752

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Abstract

Details

Communicating Knowledge
Type: Book
ISBN: 978-1-80262-104-4

Article
Publication date: 1 December 2002

Deborah J. Barrett

Whether organizational change results from a merger, acquisition, new venture, new process improvement approach, or any number of flavors‐of‐the‐day management fads…

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Abstract

Whether organizational change results from a merger, acquisition, new venture, new process improvement approach, or any number of flavors‐of‐the‐day management fads, employee communications can mean the success or failure of any major change program. The Strategic Employee Communication Model with the best practice definitions, which are composites of effective employee communication examples collected from researching selected Fortune 500 companies, help management understand the strategic role of employee communication in a high‐performing company. The model functions as an analytical tool to diagnose a company’s strengths and weaknesses in employee communication so that the company can structure the change communication program and position communication to facilitate the overall change program. In this paper, I explain the Strategic Employee Communication Model and best practice definitions, demonstrate a change communication approach to improving employee communications using the Strategic Employee Communication Model, and provide a case study of the successful use of the model and approach during a major change program.

Details

Corporate Communications: An International Journal, vol. 7 no. 4
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 25 November 2021

Ieva Zaumane and Maira Leščevica

Despite the proven link between internal communication and more effective business results, only a few attempts have been made to answer the essential question of who is…

Abstract

Purpose

Despite the proven link between internal communication and more effective business results, only a few attempts have been made to answer the essential question of who is responsible for managing internal communication in an organisation. This paper aims to examine the presence of internal communication management (ICM) practices in companies in Latvia and launch a new discussion on who should manage internal communication in a modern company to support business strategy and development.

Design/methodology/approach

In the first phase of the study, a survey was conducted in three business sectors in Latvia involved in managing and implementing the internal communications function. Using the multiple case study method, the second phase of the study examined in-depth, ICM and the implementation practices in four different Latvian companies. In total, 13 in-depth interviews were conducted within 4 companies, and thematic analysis was used to analyse the material gained from the interviews.

Findings

The target companies and relevant professionals from different fields have divergent opinions about who should manage the internal communication function. From the research across four companies, it was concluded that internal communication was implemented in a fragmented manner. There was a weak understanding of the meaning and goal of internal communication. The potential of effective internal communication in reaching strategic goals has not been realised. Responsibility for ICM is often limited to the reactive performance of public relations departments, human resources or marketing specialists. The companies clearly did not have a defined scope of responsibilities for managing internal communication amongst the different parts of their organisations. It can be concluded that company managers should pay attention to how internal communication is conducted, clearly delegate this function to a manager and define the expected results that meet the company’s strategic goals. The results of this research can be used to inform recommendations for integrating the ICM function.

Originality/value

Only a few research papers have discussed responsibility for internal communication functions. This research particularly fills this gap and emphasises the need to assign responsibility for an organisation’s ICM function as it is the core factor in strategic implementation and input related to business goals.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 22 January 2021

Christian Pieter Hoffmann and Sandra Binder-Tietz

While several extant studies have discussed the strategic importance of investor relations (IR) for listed corporations, few have tried to apply findings from strategic

Abstract

Purpose

While several extant studies have discussed the strategic importance of investor relations (IR) for listed corporations, few have tried to apply findings from strategic communication research to IR. Therefore, little is known about the planning and evaluation of IR programs, with even less data available on IR's involvement in top management decision-making. The purpose of this paper is to examine research on planning and evaluation practices in German Prime Standard corporations' IR departments.

Design/methodology/approach

The method entailed a survey of 51 heads of IR departments from the largest corporations listed on the Frankfurt Stock Exchange concerning the topic of measurement and evaluation.

Findings

The findings highlight an intermediate stage in the professionalization of the still-emergent IR function. While IR has been established as an independent function with some consideration in strategic leadership, strategic management of the function is still evolving. This study shows that while some form of planning is the norm, IR departments at smaller companies tend to focus more on departmental objectives than on deriving objectives from the corporate strategy. Also, systematic evaluation remains lacking in many smaller companies' IR departments. As a result, IR managers from smaller companies are consulted less frequently during top management meetings on corporate strategy.

Research limitations/implications

This study is based on data collected only from German Prime Standard corporations. While satisfactory in the context of quantitative IR studies, the response rate from the reported survey was only 32%. Furthermore, the average level of strategic IR management among German listed companies actually may be somewhat lower than reported in this paper, as large listed companies are somewhat overrepresented in the sample.

Originality/value

This study addresses an apparent research gap, i.e. to date, little is known about the strategic management of the IR function, especially in a non-US context. This analysis shows that theories and frameworks from strategic communication management can be applied to the IR function.

Details

Journal of Communication Management, vol. 25 no. 2
Type: Research Article
ISSN: 1363-254X

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Article
Publication date: 1 July 2002

Donald K. Wright

This paper explores how corporate communications and public relations wereaffected by the 11th September, 2001 terrorism attacks on the USA.

Abstract

This paper explores how corporate communications and public relations were affected by the 11th September, 2001 terrorism attacks on the USA.

Article
Publication date: 20 July 2022

Jana Brockhaus, Alexander Buhmann and Ansgar Zerfass

This article studies the digitalization of corporate communications and the emergence of communication technology (CommTech). The authors show communicators' expectations…

Abstract

Purpose

This article studies the digitalization of corporate communications and the emergence of communication technology (CommTech). The authors show communicators' expectations regarding digitalization, gauge the current level of digitalization across communication departments and agencies and examine the effectiveness of strategic approaches to manage digitalization.

Design/methodology/approach

The authors conceptualize the phenomenon of CommTech and propose a framework for studying CommTech's emergence and consequences by combining (1) recent theorizing on digitalization in corporate communications, (2) the concept of digital maturity from information systems research and (3) a socio-technical approach to analyze the development of work systems. The authors apply this framework in a quantitative study (n = 2,664) among communication practitioners from 46 countries.

Findings

While digitalization of both communication activities and the underlying support infrastructure is seen as critically important among communicators, a large fraction of communication departments and agencies are still assessed as digitally immature. Further, data reveal the relevance of different (technology, tasks, structure and people) dimensions of digitalization strategies and the influence of such strategies on the digital maturity of communications.

Practical implications

The framework and empirical instruments developed in this study help practitioners to uncover and evaluate the level of digital maturity of communication departments and agencies. This allows to identify current challenges and future opportunities for improvement.

Originality/value

The authors propose a concise definition for the much-debated concept of CommTech and develop a new theoretical framework for understanding CommTech's emergence and consequences in the profession. This empirical work constitutes the first large-scale study on the digital maturity of communication departments and agencies.

Details

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

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