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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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Big data and analytics make digital communications more effective, but little is known about how institutional pressures shape data-driven communications. These pressures determine and constrain how, what, when and to whom practitioners should communicate. This empirical study explores how institutional forces influence the use of data in guiding digital communications. The paper identifies factors that impact communications and shape practitioner views on particular tools in their day-to-day work.

This study uses a qualitative exploratory approach with in-depth interviews of 15 Australian communication practitioners through the lens of neo-institutional theory. Thematic analysis was applied to identify three main themes.

Communications professionals disclosed how they were influenced by coercive institutional forces such as ambiguous data privacy regulations, normative forces that shaped ethical concerns, professionalism and various challenges, and mimetic forces that determined shared methods and implementation of digital communications technologies such as analytics. Furthermore, the authors reveal how analytics – tools typically associated with uncertainty and mimetic influences – exert coercive pressures that could lead to misguided decision-making.

This study’s findings highlight the need for practitioners to learn more about the inner workings of analytics tools and for managers to determine if the perceived benefits of these solutions outweigh any undesirable effects.

The study contributes to extant research on digitalization in strategic communication by providing new insights into practitioner views and challenges with digital communications technologies.

Despite the considerable effects of institutional pressures, this study is the first to explore the impacts of data-driven communications at the level of individual practitioners. The paper advances neo-institutional theory in public relations (PR), strategic communication and corporate communications at the micro level.

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

The purpose of this paper is to describe and analyze changes in the descriptions and requirements of professional communicators in Swedish job advertisements between 1960 and 2010.

Through a quantitative content analysis, this study approaches organizational requirement information in order to better understand changes in the description of the ideal candidate and professionalization.

The results show that job titles have gradually become more specified and strategically orientated. Tactical qualifications dominated the first decades but operational and strategic skills were increasingly required in the material over the last two decades.

Even if job advertisements could expose the historical changes in expectations and demands on communicational professional practitioners, further studies could entail complementary material such as interviews with senior communications managers and headhunters.

In order to be legitimized as a field of profession, scholars, teachers and practitioners need to create ideals and ideologies that can justify and defend business and education. This paper stimulates practitioners to reflect critically on such issues.

The key contribution of this paper is to explicate how the image of communication practice and the demands on communication practitioners have changed during the last 50 years.

The purpose of this paper is to explore the perceptions and expectations of chief executive officers (CEOs) and executive board members concerning: the relevance of public opinion and contribution of communication performance to organizational success, the communicative role of top executives and their interaction with professional communicators, the objectives and values of corporate communications, and the importance of various disciplines and instruments.

A quantitative survey was conducted among top executives of listed and private companies operating in the largest European country, Germany (n=602).

The study identifies a traditional mindset: top executives focus on primary stakeholders (customers, employees) instead of secondary stakeholders (politicians, activists), they value mass media higher than social media, and they rate speaking more important than listening. Moreover, communication professionals are not always the first choice when CEOs and board members reflect on the topics at hand. Advanced visions of strategic communication developed in academia and practice have not yet arrived in many boardrooms.

The sample is not representative for all CEOs in corporations and it is limited to one country.

While the performance of corporate communications depends heavily on the perceptions, beliefs, and expectations that top executives hold towards communication and its contribution to organizational goal, little is known about this. Most knowledge is based on qualitative interviews and small-scale samples. This study provides an overview of previous insights and takes a broader empirical approach.