Corporate Communication in SMEs: Unveiling an Ignored Field of Practice

Zerfaß, Ansgar; Winkler, Luisa

doi:10.1108/s2398-391420160000001014

Cited by 4 publications

(4 citation statements)

References 19 publications

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“…Although Dircom’s studies refer only to large companies, there are few studies that have addressed the reality of communication in smaller companies in Spain ( Blay Arráez, 2010; Carretón Ballester, 2010; Carrillo et al, 2005; García Orosa, 2005; Gómez Nieto, 2011; Marín Dueñas, 2016; Sainz de Vicuña, 2009). Similar studies on communication in small and medium enterprises have been undertaken in other European countries such as Italy (Palazzo et al, 2017), Germany (Zerfass and Winkler, 2016), Switzerland (Einwiller and Boenigk, 2012), England (Jackson and Moloney, 2019; Moss et al, 2003), or in an overall context (Iurcovich, 2012; O’Connor et al, 2017).…”

Section: Literature Reviewmentioning

confidence: 80%

Normal is not normative: Public relations indicators from a Spanish secondary political and economic region

Sánchez

López

González

2020

Public Relations Inquiry

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The aim of this study is to analyze the state of communication in Galicia, as an example of a peripheral environment, and to determine to what extent it corresponds to the patterns indicated in different studies for the Spanish case and for the whole of Europe. A quantitative technique was used, consisting of the distribution of an online questionnaire, via e-mail, to three groups: communication officers from companies, communication managers from public institutions, and agencies offering communication and public relations services. Trends point to limited communication planning and to some impact of the economic crisis in terms of danger (budget cuts, especially in the case of agencies) and opportunity (increased need for measurements to justify investments). In addition, actions considered most needed within 5 years converge as a result of globalization: online communication and social media management are priority goals for diverse organizational profiles. However, the degree of awareness of strategic communication is higher in the institutional sector than in the corporate sector, since its use has been linked to the development of political communication management.

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Section: Literature Reviewmentioning

confidence: 80%

Normal is not normative: Public relations indicators from a Spanish secondary political and economic region

Sánchez

López

González

2020

Public Relations Inquiry

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“…The literature affirms that to maximize the effects of corporate communications, it is prudent for small-and medium-sized enterprise (SME) industries to focus on building their digital organizational identities to establish effective brand personalities (Abdullah and Seman, 2018;Davies et al, 2018). However, little evidence exists on whether SMEs can integrate organizational identities into their management affairs and problematize to create their unique organizational identities (Sarasvuo, 2021;Zerfass and Winkler, 2016). Davies et al (2018) further posited three classes of brand personalities from an extensive review of signaling and associated theory, which were identified as competence, sincerity and status.…”

Section: Introductionmentioning

confidence: 99%

Examining the digital organizational identity through content analysis of missions and vision statements of Malaysian and Singaporean SME company websites

Abdullah

Anumudu

Raza

2022

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Purpose This study aims to examine the current state of mission and vision statements on the company websites of fast-growing Malaysian and Singaporean small- and medium-sized enterprises (SMEs) and analyze how these attributes are functionally used to build a distinct digital organizational identity. Design/methodology/approach The content analysis method was used to examine the similarities and differences among 170 Malaysian and Singaporean-selected SMEs based on Aaker’s five brand personality scales. Findings The findings demonstrated that there were explicit discrepancies between Malaysian and Singaporean SMEs in the applications of brand personality attributes. The findings also identified an increase in communicating mission and vision statements on the websites of both Malaysian and Singaporean SMEs. This emphasizes the need for Malaysian and Singaporean companies to intensify their efforts to develop a notable digital organizational identity. Research limitations/implications This study endeavors to provide novel insights into the digital communication practices of SMEs in building digital organization identity based on brand personality elements. Therefore, this study theoretically advances Aaker’s brand personality framework by incorporating digital organizational identity as a concept of Aaker’s brand personality from the SME perspective. This study contributes to the organizational identity literature by highlighting the need for these SMEs to integrate brand personality dimensions to compete with leading global companies. Practical implications The findings indicate that managers of SMEs can develop a unique digital organizational identity by communicating their vision and mission statements on their websites as a strategic asset for sustaining corporate reputation. Originality/value To date, little is known about the inevitable adaptation and application of communication that occurs when using digital means to develop a digital organizational identity. To the best of the authors’ knowledge, this is the first study to establish how Asian SMEs communicate their unique brand personality through websites to build their digital organizational identity.

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“…This innovation can only occur in an enterprise where everyone has easy access to information and seeking, sharing and utilising new information is encouraged and rewarded (Dobni, 2008).Thus, information is an important ingredient in a retail MSME's quest to provide superior and competitive goods which meet customer needs. There is also need for the sharing of information between the company and its external stakeholders such as suppliers and customers (Zerfass & Winkler, 2016). For example, if manufacturers and retailers share information on market competition, market demand and customer preference, there is a very high chance that the market will be supplied with goods and services which meet customer needs and satisfaction (Lagrosen, 2005;McEvily & Marcus, 2005;Lin , Chen & Chiu, 2010;Bayraktar, 2015).…”

Section: Management Of Informationmentioning

confidence: 99%

“…Management of key and strategic information is very important for any enterprise's success and survival (Bengesi & Le Roux, 2014;Zerfass & Winkler, 2016). There is an argument that management of market intelligence information on customers, suppliers and competitors makes it possible for MSMEs to explore new opportunities by focussing on new processes, products and services (Keskin, 2006;Li & Zhou, 2010;Ndubisi & Iftikhar, 2012).…”

Section: Management Of Informationmentioning

confidence: 99%

A Review of Critical Success Factors Which Drives the Performance of Micro, Small and Medium Enterprises

Mabhungu¹,

Poll²

2017

IJBM

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The survival of Micro, Small and Medium Enterprises (MSMEs) depends on their ability to effectively manage the factors that affect their performance. The study identifies through literature review, the various factors that may be critical to the success of MSMEs in the retail sector, and therefore enhance their survival. Identification of Critical Success Factors (CSFs) is important in that it may bring to the attention of MSMEs those CSFs which need to be focused on in order to operate in a profitable and sustainable manner. Owner/manager commitment, employee commitment, business planning, innovation, management of costs, customers, suppliers, information, revenue, competitors, sources of finance, enterprise's pool of resources and conformance to regulations were identified as some of the CSFs which influence the success and survival of MSMEs. The study is informed and guided by the stakeholder theory. The research lays a foundation for future study on performance measurement framework for MSMEs in the retail sector.

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Corporate Communication in SMEs: Unveiling an Ignored Field of Practice

Cited by 4 publications

References 19 publications

Normal is not normative: Public relations indicators from a Spanish secondary political and economic region

Normal is not normative: Public relations indicators from a Spanish secondary political and economic region

Examining the digital organizational identity through content analysis of missions and vision statements of Malaysian and Singaporean SME company websites

A Review of Critical Success Factors Which Drives the Performance of Micro, Small and Medium Enterprises

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