Ansgar Zerfass

Editorial UOC

Journal of Communication Management Doi: https://doi.org/10.1108/JCOM-02-2023-0027

The question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications compete internally with other functions (e.g. marketing and human resources (HR)) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units.

Corporate Communications. An International Journal 28(2) Doi: https://doi.org/10.1108/CCIJ-03-2022-0035

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.

Medien & Kommunikationswissenschaft

Corporate Communications. An International Journal 27(1) p. 53-70 Doi: https://doi.org/10.1108/CCIJ-02-2021-0021

Purpose Corporate communications is often less successful when it is competing for influence with neighboring functions such as marketing or sales within organizations. This article addresses the internal positioning of communication departments by developing a conceptual framework which helps to understand, analyze and optimize their standing in organizations. Design/methodology/approach The research is based on a literature review across several disciplines (e.g. organizational communication, strategic management) and supported by 26 qualitative in-depth interviews with board members, executives and communicators in a global industry company. By combining the theoretical and empirical insights, a framework for positioning communication departments within organizations was developed. Findings The framework depicts seven strategies (e.g. expectation and impression management, supporting ambassadors from other departments) and three spheres of influence (organizational integration, internal perceptions and social capital) to strengthen the position of corporate communications. Research limitations/implications The conceptual framework has been supported by one case study so far, and future research may further develop and verify it by applying it to a larger number of companies in different industries. Practical implications Practitioners can use the framework as an analytical tool to reflect the current situation in their organization and identify opportunities for strengthening it. Originality/value This article introduces a novel view in the academic debate about the role and influence of corporate communications. It establishes a framework that helps to identify different drivers and strategies, and lays ground for future research.

Handbuch Wirtschaftsethik

Springer Gabler

Journal of Communication Management 25(4) p. 335-352 Doi: https://doi.org/10.1108/JCOM-11-2020-0142

Purpose Nowadays, communication practitioners are well-equipped with all kinds of skills and competencies. Nevertheless, those capabilities seem not to prevent professionals from stress and burnout. Stress resilience, i.e. the ability to deal with high demands at work, to cope with and recover from stress, seems to be a missing competence. This study sheds light on this important, but barely discussed aspect of communication management. Design/methodology/approach A qualitative approach was applied to understand sources of stress and to identify opportunities to build stress resilience competence. Therefore, 40 in-depth interviews with senior leaders and young professionals in 30 agencies in the largest countries on two continents were conducted (United States vs Germany). Findings This study revealed common and threat drivers of stress. Overall, the work environment can be summarised as highly demanding and multifaceted, where stress resilience might be a useful competence to have to be successful and to be protected against negative stress outcomes such as burnout. The study identifies several reasons why resilient professionals are more successful in coping with stress. It is further shown that most communication agencies in the sample have already implemented programmes to increase employees' resilience.riginality/value This study offers an alternative view on the much-debated future of work by using an interdisciplinary approach and large-scale, qualitative insights from the agency environment. A novel concept is introduced that can stimulate further research.

International Journal of Strategic Communication 15(2) p. 93-112 Doi: https://doi.org/10.1080/1553118X.2021.1887875

This study presents the findings of multi-method research that explores the challenges and implications of the concept of agility for the field of strategic communication. Despite its omnipresence in business practice, research on agility in the domain of strategic communication is scarce. Thus, a four-step research process was conducted to link the interdisciplinary debate about agility to the field of strategic communication. First, a systematic literature review across various disciplines provided a comprehensive understanding of agility and its key dimensions. Second, several conceptual frameworks for agility were analyzed and the relevant aspects for strategic communication were synthesized. In the third step, the current impact of organizational agility on corporate communications was explored by conducting empirical in-depth interviews with chief communication officers and senior communication managers from 38 multinational companies. Finally, the theoretical, conceptual, and empirical insights were combined to develop a framework for the role of strategic communication in the context of organizational agility. The findings of this study suggest that communication departments need to: a) adopt their own structures and processes, accordingly; b) enhance organizational agility by enabling other departments; and c) communicate the agile transformation of their organization both internally and externally.

Springer Gabler

Communication University of China Press

Communication excellence – How to manage strategic communication and public relations in a global world

Handbuch Public Affairs: Politische Kommunikation für Unternehmen und Organisationen p. 3-25

Public Relations Review 47(4) Doi: https://doi.org/10.1016/j.pubrev.2021.102063

Digital communication tools and practices improve the spread and impact of organisational messages. Quite often, however, they also pose moral problems. This article examines how often public relations practitioners encounter moral issues in their day-to-day work, how they assess digital communication tools and practices in terms of ethics, and the resources on which they rely to tackle moral challenges. Four research questions were addressed in an online survey among 2,324 practitioners who work in PR departments of organisations or in PR agencies across Europe. Results show that PR practitioners face more moral challenges in their daily work than they have faced in the past. Regarding digital communication tools and practices, they report moral concerns especially related to using bots, exploiting personal data for big-data analyses, paying social media influencers, and using sponsored content. Personal values and beliefs are the most important resource for dealing with moral issues—whether because only a minority of practitioners has participated in any formal ethics training within the past three years, or because existing ethical guidelines are outdated. Results call for the development of ethical guidelines that can provide explicit advice in the area of digital communication. Furthermore, structured training programs and ethics courses in graduate programs are needed to enhance practitioners’ ethical knowledge.

Communication and Media in Asia Pacific (CMAP) 4(2) p. 1-13 Doi: https://doi.org/10.14456/cmap.2021.6

Springer Gabler

Handbuch Public Affairs: Politische Kommunikation für Unternehmen und Organisationen p. 333-346

Communication University of China Press

Handbook of strategic communication

Springer Gabler

Journal of Communication Management 25(1) p. 50-67 Doi: https://doi.org/10.1108/JCOM-02-2020-0011

Purpose The purpose of this article is to introduce the research field of management tools to communication management scholarship and open up new avenues for the field. Design/methodology/approach The first part examines established knowledge from the strategic management literature about management tools as a means to support and facilitate organizational decision-making. The second part reports on a survey among 125 communication practitioners in corporate communication departments about the use of 32 tools for the analysis, planning, implementation and evaluation of communication. Findings The study sheds light on the perceived relevance and benefits of tools, as well as on knowledge and satisfaction and on general patterns of tool use. The findings demonstrate that tools are gaining in importance, but there is a lack of understanding, training and documentation of tools. Tools for planning and implementing communication are most widely spread, reflecting the operational focus of corporate communication. Practical implications Practitioners find value in the compilation of the most popular tools and implications on how to reflect about tool usage and outcomes. Originality/value The article provides directions for future research and reflects about tools as a means to bridge the divide between theory and practice.

Springer Gabler

Springer Gabler

Handbuch Unternehmenskommunikation Doi: https://doi.org/10.1007/978-3-658-03894-6_27-1

Kommunikationsmanager wissen heute um die Wirkung ihrer Arbeit und umihren Beitrag zur Erreichung von Unternehmenszielen. Dabei handelt es sich umLeistungen für eine gute Berichterstattung in den Medien, für die Reputation desUnternehmens und mitunter sogar für die direkte Verkaufsförderung, für dieMitarbeitermotivation genauso wie für die Gewinnung von Nachwuchskräften.Allerdings beruht dieses Wissen allzu oft auf Intuition, auf besonderen Erfahrun-gen wie im Falle von Krisen oder auf vereinzelten Erfolgsmessungen. Was häufigfehlt, ist ein institutionalisiertes Controlling der Unternehmenskommunikation,mit der die Steuerung und Evaluation der Kommunikationsprozesse systematisch

Journal of Communication Management 24(4) p. 377-389 Doi: https://doi.org/10.1108/JCOM-10-2019-0137

Purpose Artificial intelligence (AI) might change the communication profession immensely, but the academic discourse is lacking an investigation of the perspective of practitioners on this. This article addresses this research gap. It offers a literature overview and reports about an empirical study on AI in communications, presenting first insights on how professionals in the field assess the technology. Design/methodology/approach A quantitative cross-national study among 2,689 European communication practitioners investigated four research questions: RQ1 – How much do professionals know about AI and to what extent are they already using AI technologies in their everyday lives? RQ2 – How do professionals rate the impact of AI on communication management? RQ3 – Which challenges do professionals identify for implementing AI in communication management? RQ4 – Which risks do they perceive? Findings Communication professionals revealed a limited understanding of AI and expected the technology to impact the profession as a whole more than the way their organisations or themselves work. Lack of individual competencies and organisations struggling with different levels of competency and unclear responsibilities were identified as key challenges and risks. Research limitations/implications The results highlight the need for communication managers to educate themselves and their teams about the technology and to identify the implementation of AI as a leadership issue. Originality/value The article offers the first cross-national quantitative study on AI in communication management. It presents valuable empirical insights on a trending topic in the discipline, highly relevant for both academics and practitioners.

Handbook of public sector communication p. 417-435

Future directions of strategic communication p. 24-38 Doi: https://doi.org/10.1080/1553118x.2018.1492412

The article explores how strategic communication successfully established itself as an academic discipline despite (or perhaps because of) being centered on an elusive concept. Drawing on ideas about the evolution of academic disciplines proposed by Alexander M. Shneider, we argue that strategic communication is currently caught in a cycle of constant reinvention obscured by a discourse of emergence. Although the discipline is undoubtedly becoming more sophisticated, it is doubtful whether there is genuine progress. The authors examine facets of strategic communication that contribute to the current state of affairs. Although clearer conceptualization and a more realistic understanding of the discipline are identified as a prerequisite for maturation, progress—as opposed to sophistication—ultimately depends on the development of discipline-specific, unique, and robust methods.

Future directions of strategic communication p. 5-23 Doi: https://doi.org/10.1080/1553118x.2018.1494181

This study explores future directions in strategic communication scholarship by examining the emergence of strategic communication through the lens of interdisciplinary science. The disciplinary status of strategic communication is described through a content analysis of manuscripts published in the International Journal of Strategic Communication since its inaugural issue in 2007 (N = 207). Results reveal positive trends in research productivity, authorship, and globalization of the discipline over an 11-year period. However, analysis of the methodological and theoretical attributes of strategic communication scholarship suggests that more interdisciplinary research is needed. This study proposes definitional refinements that may strengthen the consistency of purpose among strategic communication scholars for future research and theory building. In addition, this study proposes that scholars embrace an interdisciplinary worldview to further the development of strategic communication as a unique and innovative domain of study in the future.

Routledge

Public Relations Review 45(4) Doi: https://doi.org/10.1016/j.pubrev.2019.101825

To many, development and adoption of professional standards for measurement and evaluation (M&E) is one of the most promising approaches for advancing public relations practice. In recent years, there has been a surge in efforts to develop standards for M&E in different parts of the world. Prominent examples of this include standard terminologies, metrics, principles for best practice in the field, and evaluation frameworks. Regardless of their alleged importance, however, the acceptance and application of such M&E standards in the practice varies significantly. To better understand the process by which standards in this field are developed and adopted, this article draws on recent concepts from organization studies (cf. Slager, Gond, & Moon, 2012) to analyze the trajectories of four seminal standards attempts: The Barcelona Principles and the AMEC Integrated Evaluation Framework on an international level, the DPRG/ICV Framework used in German-speaking countries, and the GCS Framework in the United Kingdom. The article reveals, by way of an interpretive qualitative approach, the various strategies undertaken to a) develop common sets of terms and rules, b) engage relevant actors in the design, promotion, and implementation of proposed standards, and c) to reinforcing standards symbolically.

Big ideas in public relations research and practice p. 1-21 Doi: https://doi.org/10.1108/S2398-391420190000004002

This chapter examines the specific role of strategic communication as a facilitator for business internationalization. It provides a new and comprehensive rationale for explaining the contribution of strategic communication to the global success of companies and shows communication leaders how they could demonstrate the value of communication for internationalization. The chapter identifies an important contribution of strategic communication in today’s globalized world, which demands further attention in academia and in practice by addressing three research questions: (1) How can strategic communication be conceptualized as part of the internationalization of firms? (2) Which specific objectives, responsibilities and practices can be assigned to strategic communication within the process of internationalization? (3) Does the theoretical framework capture the significant components of strategic communication within internationalization, appropriately from the point of view of senior experts in the field? The chosen approach is conceptual and empirical. A cross-disciplinary literature analysis has been performed to construct a framework that links possible forms and manifestations of strategic communication to different situations of international business development. Qualitative interviews with senior communication executives were conducted to verify the plausibility of the theoretical framework from a professional point of view. The study identifies four core fields of strategic communication within the internationalization processes: initiation, transformation, expansion and integration. Communication should be implemented differently within the typical periods of internationalization, and communication management should focus on different aspects during these processes. Empirical findings indicate that the core fields depicted in the framework are either already applied in practice or perceived as plausible and doable. From a theoretical standpoint, this study emphasizes the value of a cross-disciplinary perspective on corporate communications, which helps to bridge gaps between management research and communication studies. The study expands the body of knowledge in strategic communication by integrating new objectives and activities.

Future directions of strategic communication p. 159-177 Doi: https://doi.org/10.1080/1553118x.2018.1493485

This article draws on a decade of research in strategic communication and especially on the contributions in this special issue to propose a new and more comprehensive definition of strategic communication. We argue that strategic communication encompasses all communication that is substantial for the survival and sustained success of an entity. Specifically, strategic communication is the purposeful use of communication by an entity to engage in conversations of strategic significance to its goals. Entity includes all kind of organizations (e.g., corporations, governments, or nonprofits), as well as social movements and known individuals in the public sphere. Communication can play a distinctive role for the formulation, revision, presentation, execution, implementation, and operationalization of strategies. While there are many ways to investigate these research objects, strategic communication as a discipline takes the perspective of the focal organization/entity and its calculus to achieve specific goals by means of communication under conditions of limited resources and uncertainty. The article takes a critical look at the current state of the field and outlines several requirements that will help scholars and practitioners alike to build a unique body of knowledge in strategic communication.

Journal of Communication Management 22(1) p. 28-45 Doi: https://doi.org/10.1108/JCOM-12-2016-0095

Public Relations Review 44(4) p. 4171-480 Doi: https://doi.org/10.1016/j.pubrev.2018.06.001

Oxford Bibliographies in Communication Doi: https://doi.org/10.1093/OBO/9780199756841-0244

Public Relations Review 44(5) p. 704-716 Doi: https://doi.org/10.1016/j.pubrev.2018.10.010

Communication and Media in Asia Pacific (CMAP) 1(1) p. 1-16

Communication Management Review 3(2) p. 6-29 Doi: https://doi.org/10.22522/cmr20180232

International Journal of Strategic Communication 12(4) p. 329-332 Doi: https://doi.org/10.1080/1553118X.2018.1493484

International Journal of Strategic Communication 12(4) p. 333-351 Doi: https://doi.org/10.1080/1553118X.2018.1494181

This study explores future directions in strategic communication scholarship by examining the emergence of strategic communication through the lens of interdisciplinary science. The disciplinary status of strategic communication is described through a content analysis of manuscripts published in the International Journal of Strategic Communication since its inaugural issue in 2007 (N = 207). Results reveal positive trends in research productivity, authorship, and globalization of the discipline over an 11-year period. However, analysis of the methodological and theoretical attributes of strategic communication scholarship suggests that more interdisciplinary research is needed. This study proposes definitional refinements that may strengthen the consistency of purpose among strategic communication scholars for future research and theory building. In addition, this study proposes that scholars embrace an interdisciplinary worldview to further the development of strategic communication as a unique and innovative domain of study in the future.

International Journal of Strategic Communication 12(4) p. 433-451 Doi: https://doi.org/10.1080/1553118X.2018.1452742

This article seeks to build a better understanding of the concept of alignment, which has been acknowledged as a central aspect of strategic communication, but never explicitly defined. Building upon a comprehensive literature review and systematization of concepts at the nexus of strategic communication and management research, a working definition and an integrative conceptual framework of alignment of strategic communication are suggested. The new definition describes alignment of strategic communication both as an outcome and an ongoing process and introduces a distinction between primary and secondary alignment. The new framework combines the multiple perspectives and types of alignment discussed so far, differentiating between external and internal alignment, intrafunctional and cross-functional alignment, management–strategy–activities alignment and process–structure–culture–people alignment. Six avenues for future conceptual, empirical, and critical research are pointed out to provide inspiration for strategic communication scholars to carry forward research of the alignment concept.

Journal of Communication Management 22(4) p. 397-415 Doi: https://doi.org/10.1108/JCOM-12-2017-0146

Public relations and the power of creativity p. 3-22 Doi: https://doi.org/10.1108/s2398-391420180000003001

International Journal of Strategic Communication 12(4) p. 487-505 Doi: https://doi.org/10.1080/1553118X.2018.1493485

This article draws on a decade of research in strategic communication and especially on the contributions in this special issue to propose a new and more comprehensive definition of strategic communication. We argue that strategic communication encompasses all communication that is substantial for the survival and sustained success of an entity. Specifically, strategic communication is the purposeful use of communication by an entity to engage in conversations of strategic significance to its goals. Entity includes all kind of organizations (e.g., corporations, governments, or nonprofits), as well as social movements and known individuals in the public sphere. Communication can play a distinctive role for the formulation, revision, presentation, execution, implementation, and operationalization of strategies. While there are many ways to investigate these research objects, strategic communication as a discipline takes the perspective of the focal organization/entity and its calculus to achieve specific goals by means of communication under conditions of limited resources and uncertainty. The article takes a critical look at the current state of the field and outlines several requirements that will help scholars and practitioners alike to build a unique body of knowledge in strategic communication.

International Journal of Strategic Communication 12(4) p. 352-366 Doi: https://doi.org/10.1080/1553118X.2018.1492412

The article explores how strategic communication successfully established itself as an academic discipline despite (or perhaps because of) being centered on an elusive concept. Drawing on ideas about the evolution of academic disciplines proposed by Alexander M. Shneider, we argue that strategic communication is currently caught in a cycle of constant reinvention obscured by a discourse of emergence. Although the discipline is undoubtedly becoming more sophisticated, it is doubtful whether there is genuine progress. The authors examine facets of strategic communication that contribute to the current state of affairs. Although clearer conceptualization and a more realistic understanding of the discipline are identified as a prerequisite for maturation, progress—as opposed to sophistication—ultimately depends on the development of discipline-specific, unique, and robust methods.

Palgrave Macmillan

New media and public relations, 3rd edition p. 67-75

Corporate Communications. An International Journal 22(1) p. 2-18 Doi: https://doi.org/10.1108/CCIJ-08-2016-0056

Purpose: The purpose of this paper is to examine the status quo of communication evaluation and measurement practices in communication departments of companies, non-profits, and other organizations across Europe. Design/methodology/approach: The study argues that the challenge to conduct reliable measurement is threefold: first, communication professionals have to understand and develop skills how to conduct evaluation; second, they have to evaluate whether communication activities have reached those goals in practice; and finally, they have to use those insights to advance and manage their future activities. These aspects are elaborated in the literature review. A quantitative survey of 1,601 professionals from 40 European countries was conducted to research prerequisites, implementation and benefits of communication measurement and compare practices across types of organizations. Findings: Although robust knowledge of empirical research methods and their application for measuring communication effects is indispensable, many practitioners lack the necessary expertise to conduct reliable evaluation and measurement. Communication departments seldom measure communication effects on stakeholders and organizational goals. Many remain focused on media and channels. Last but not least, organizations do not fully exploit the potential of measurement data for strategically planning future communication activities. Practical implicatio: The findings highlight the need to reconsider current education and training in communication research methods and their application in corporate practice. Knowledge about conducting applied research is as important as asking meaningful questions and using insights for management decisions in a corporate environment. Evaluation methods are often discussed, but individual skills and the organizational use of insights are important as well. This might be tackled through additional training in social science research techniques, sophisticated valuation methods, and decision making. Originality/value: The large-scale study shows that communication measurement practices are still in a nascent stage. Joint efforts of academics and professional associations have not really changed the situation until now. The three dimensions used in this research (skills, practices, and utilization) can be used to assess the measurement readiness of individual organizations, to conduct further research in other regions, and to identify future challenges for advancing the field.

International Journal of Strategic Communication 11(2) p. 95-114 Doi: https://doi.org/10.1080/1553118X.2017.1285770

Big data and automation pose huge challenges for strategic communication. This article contributes to the limited body of knowledge in the field by introducing the concepts, outlining opportunities and potential problems, and identifying current perceptions and applications in the professional field. A large-scale survey, with respondents from across more than 40 countries, explores the expertise of communication professionals, applications within communication departments and agencies, and consequences for the profession at large. The study shows a large gap between the perceived importance and current practices, a lack of competencies and ethical reflection, and a limited use of opportunities. The full potential of big data analytics and algorithms has not been leveraged until now, which calls for new initiatives in the practice and further research.

Allmächtige PR, ohnmächtige PR: Die doppelte Vertrauenskrise der PR p. 197-221 Doi: https://doi.org/10.1007/978-3-658-18455-1_9

Strategische Kommunikation im Spannungsfeld zwischen Intention und Emergenz p. 215-232 Doi: https://doi.org/10.1007/978-3-658-17634-1_12

Communication Research and Practice 3(4) p. 319-334 Doi: https://doi.org/10.1080/22041451.2017.1275258

The first comprehensive study of public relations (PR) and corporate communication practices across Asia-Pacific countries has found that, despite being an area of rapid growth, evaluation remains limited, is often not based on reliable research methods, and is focussed on outputs rather than the outcomes of communication. This reflects a worldwide stasis in evaluation of PR that has been identified as problematic by a number of authors. The Asia-Pacific Communication Monitor, a survey-based study conducted by a collaboration of 16 universities across 23 Asia-Pacific countries in 2015, also explored practitioners’ skills, and found a significant lag that could account for this stasis. This article reports key findings of this study that contribute insights to address the lack of measurement and evaluation in the growing field of PR that remains a major concern in the academy and industry.

The Management Game of Communication p. 265-286 Doi: https://doi.org/10.1108/s2398-391420160000001014

Emerald Group Publishing Limited

The Management Game of Communication p. 121-142 Doi: https://doi.org/10.1108/s2398-391420160000001007

Strategic communication in non-profit organisations: Challenges and alternative approaches p. 1ß3-12ß

Public Relations Review 42(4) p. 499-508 Doi: https://doi.org/10.1016/j.pubrev.2016.03.005

The article reviews the status of media relations in Europe while it reflects the upcoming media shift from mass mediated communication to own produced and delivered content by strategic communicators. The literature review echoes the changing media landscape from the PR practitioner’s point of view: Whereas the 20th century gave birth to different kind of media relations, the highly networked and fluid ways of content re-production, dissemination and therefore the co-construction of meaning became much more important for all kinds of organizations and their public relations practitioners as well as marketeers. Referring to these new forms of mediatized content, the final section of the literature review introduces the concept of strategic mediatization as a new practice supplementing and/or replacing old media relations. Based on the theoretical ground stressed out in the literature review, an empirical study was carried out based on a quantitative survey among 2,253 communication practitioners across Europe. The survey results emphasize a strong shift from the prevalence of mass media to owned media especially in Western and Northern Europe. However, the rising importance of new content practices is considered important in all European regions alike. Nevertheless, the study identifies large gaps between the considered importance and the usage of these new media relations practices.

Corporate Communications. An International Journal 21(2) p. 142-159 Doi: https://doi.org/10.1108/CCIJ-06-2015-0037

Purpose – The purpose of this paper is to examine and analyze the prevailing form of rationality that governs the challenges, goals and roles of communication professionals. The authors will also explore alternative forms of rationality and discuss what these would imply. Design/methodology/approach – The paper is based on survey results from The European Communication Monitor (ECM) and qualitative interviews with communication managers in Sweden. First, the authors present the ECM data and the Swedish interview material, i.e. the authors depict the practitioners’ perceptions of what they understand as important work tasks and roles. The interviews focus on the actual practices of linking communication goals to business goals. Second, the results are challenged from a reflexive perspective, using theories from the paradox turn and questioning the “taken-for-granted thinking” in corporate communications. Findings – The ECM data show that the main challenge in practice is “linking business strategy and communication.” The Swedish respondents stand out when it comes to “building and maintaining trust” since this is considered to be almost as important. The qualitative interview study strengthens the results in the ECM. The interviewees seem to do their work according to the traditional management agenda – i.e. they break down overall business goals and translate these to measurable communication goals. The results are reflected upon using paradox theory. Two paradoxes are discussed: between managerialism and professionalism, and strategic generalists and operational specialists. Research limitations/implications – The study is based on survey data that have been collected through a convenience sample, and the interview study is a pilot study. Practical implications – The paper focuses conflicts between normative practitioner ideals and reality, and helps practitioners to reflect upon mainstream thinking. Originality/value – Based on the empirical findings in the ECM, the interviews and the theoretical framework, the authors conclude that if the idea of The Communicative Organization is to be fruitfully realized, it is necessary to depart from a multi-dimensional rationality and question ideas that are taken for granted. The use of paradox theory and concepts such as functional stupidity is rather original in corporate communication research. Additional research could further explore paradoxes in order to spark dialogue, which may undermine one-dimensional thinking and functional stupidity.

Quadriga Media Berlin

Journal of Communication Management 20(1) p. 37-55 Doi: https://doi.org/10.1108/JCOM-11-2014-0066

Purpose – The purpose of this paper is to examine the practices of positioning Chief Executive Officers (CEOs) and other top executives in the public sphere and approaches to manage their communication activities. Design/methodology/approach – A neo-institutional framework is used to explain the growth of CEO positioning in mediatisated societies. Research questions are derived from previous research and tested in a quantitative online survey with 512 heads of corporate communication in 21 countries across Europe and a qualitative survey with 42 communication leaders in 12 countries. Findings – The majority of companies position their CEOs and/or other top executives, but only a minority guide these activities through a sound management process. European CEOs are primarily presented based on their functional and ethical competencies. A minority of communication leaders prefer the uniform positioning of their CEOs in different markets; others argue for localised approaches. More companies in high-power distance countries have a specific communication strategy for their CEOs, compared to companies in low-power distance countries. Significant differences were also identified between listed and privately owned companies. Research limitations/implications – The study indicates the importance of CEO positioning from the perspective of corporate communication leaders. Investigating the expectations and experiences of CEOs themselves might provide additional insights. Originality/value – The paper presents the first large-scale study on CEO positioning, informs practitioners on the state of practice in Europe and identifies knowledge that can be integrated into education of business and communications students alike.

Kommunikasjon og ytringsfrihet i organisasjoner p. 44-63

Communication Ethics in a Connected World p. 367-390

Communication Ethics in a Connected World p. 391-412 Doi: https://doi.org/10.1016/j.pubrev.2014.11.018

UVK Verlagsgesellschaft

Peter Lang Publishing Group

Corporate Communications. An International Journal 20(3) p. 291-309 Doi: https://doi.org/10.1108/CCIJ-04-2014-0020

Public Relations Review 41(5) p. 785-793 Doi: https://doi.org/10.1016/j.pubrev.2015.06.017

Public Relations Review 41(2) p. 242-253 Doi: https://doi.org/10.1016/j.pubrev.2014.12.006

A key aspect for understanding and explaining online communication is the micro level of communication practitioners’ social media usage and their general attitudes towards digital platforms. This paper investigates how public relations practitioner's personal and professional use of social media is related to their perceptions of social media. A quantitative methodology was applied to perform this research. A population of 2710 professionals from 43 European countries working on different hierarchical levels both in communication departments and agencies across Europe were surveyed as part of a larger transnational online survey. Results show that practitioners with a high level of usage of social media give more importance to social media channels, influence of social media on internal and external stakeholders and relevance of key gatekeepers and stakeholders along with a better self-estimation of competences. Issues about diverse levels of overestimation of social media use, application and importance in the professional arena are also debated.

Public Relations Review 41(4) p. 422-434 Doi: https://doi.org/10.1016/j.pubrev.2015.05.013

Most public relations research is focused on communication processes and the instruments, strategies and objectives in use. Less is known about the men and women who are and will be responsible for managing strategic communication in organizations today and tomorrow. Their understanding of strategic communication is crucial for the perception of the profession by different stakeholders and substantially influences the economic success and social acceptance of companies. This study takes a close look at leaders shaping the professional field now and in the future. Qualitative interviews with 20 chief communication officers and 20 future leaders (Generation Y) in the same companies were conducted. Comparing the views, experiences and expectations of the two age groups helps to identify cognitive patterns, routes of development in practice as well as new areas for research.

Public Relations Review 40(1) p. 79-91 Doi: https://doi.org/10.1016/j.pubrev.2013.12.003

The rise of social media in organizational settings has opened up new horizons for strategic communication. However, there are also drawbacks. Arguably the most important one is increased complexity. Many communication departments use a multitude of platforms ranging from corporate websites, campaign microsites and blogs to services like Facebook, Twitter, and the like to communicate with stakeholders. Social Media Newsrooms (SMNRs) have been introduced as instruments to reduce this complexity. The basic idea is straightforward: SMNRs aggregate social media content provided by the organization and/or thematic content about the organization and its key issues from several platforms in one place. Although SMNRs have been used in public relations practice around the world since the concept was first introduced in 2007, empirical evidence is still missing. This paper closes the research gap by a) introducing SMNRs from a conceptual perspective based on a literature review, b) exploring opportunities and challenges for strategic communication, c) researching empirical manifestations and modes of usage by corporations in three major international markets (United States, United Kingdom, Germany) based on a comprehensive content analysis of the 600 largest companies and 2,045 2 affiliated brands and subsidiaries, and d) explaining implications for the practice of public relations.

Public Relations Leaders as Sensemakers: A global study of leadership in public relations and communication management p. 186-200

Revista Internacional de Relaciones Públicas 4(8) p. 5-26

Revista Internacional de Relaciones Públicas 4(7) p. 73-94

Public Relations Leaders as Sensemakers: A global study of leadership in public relations and communication management p. 63-79

Routledge Handbook of Strategic Communication p. 3-17

Routledge

International Journal of Strategic Communication 8(2) p. 61-78 Doi: https://doi.org/10.1080/1553118X.2013.879146

Common viewpoints as well as divergences between top executives and communication professionals influence the institutionalization of strategic communication. However, there is little empirical evidence on the accordance between both groups. Most research explores either communication professionals or chief communication officers (CCOs). Very few studies have combined both perspectives. This article identifies the research gap, explores insights from previous research, and contributes to the body of knowledge in strategic communication with an original study that is based on two surveys with replies from 602 CEOs and executive board members as well as 1,251 communication managers from companies in the largest European country, Germany. While top executives rate the information and motivation of employees as the most important objective of corporate communication, communication professionals focus on the creation of a positive image. Respondents from both groups also state different opinions about dealing with the demand for transparency. Both top executives and communicators give most support to a role model that describes communication professionals as a facilitator between an organization and its publics. Nevertheless the overall conclusion is that perspectives diverge quite often and attention should be directed towards a better alignment between top management and those leading the strategic communication function.

Routledge

UmweltWirtschaftsForum (UWF) 20(1) p. 51-57 Doi: https://doi.org/10.1007/s00550-013-0267-2

Public relations and communication management: current trends and emerging topics p. 283-302 Doi: https://doi.org/10.1007/978-3-531-18961-1_4

Springer

International Journal of Strategic Communication 7(2) p. 118-135 Doi: https://doi.org/10.1080/1553118X.2013.765438

This article analyzes the consulting and enabling function within the role set of communication managers and provides an initial theoretical framework for internal communication consulting in organizations. The idea of communication professionals as consultants has already been introduced by a number of researchers. Nevertheless, the necessity of this task as well as the specific dimensions and practices of internal communication consulting have not been elaborated until now. This article takes an initial step towards closing this gap by developing a new framework. After a short introduction, the necessity of the consulting function will be emphasized by introducing the concept of the communicative organization. In order to fulfill this requirement, communicative competencies in a much broader sense have to be developed. This leads to a new challenge for communication professionals: they are asked to advise organizational members and to enable them to resolve communication-related issues as well as task-related issues. Based on a research review, a framework for internal communication consulting has been constructed by combining the dimensions of consulting forms and objectives. Qualitative interviews with communication executives have been conducted to verify the plausibility of this framework. The article closes by outlining implications for research, education, and practice.

Routledge