Creating value through communication

Beer, Estelle De

doi:10.1016/j.pubrev.2014.02.024

Cited by 21 publications

(13 citation statements)

References 35 publications

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“…While IMC is a widely accepted practice (Kitchen et al , 2008; Lee and Park, 2007), there are a number of managerial considerations to ensure the effective implementation of IMC capability (Zahay et al , 2014). Increasingly, a firm’s success depends upon its communication, with effective communication often resulting in value creation and differentiation (de Beer, 2014). The development of firm-wide “learning” is critical.…”

Section: Discussionmentioning

confidence: 99%

IMC capability: antecedents and implications for brand performance

Luxton

Reid²,

Mavondo

2017

EJM

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Purpose Drawing on the resource-based view, this paper aims to investigate how a firm’s integrated marketing communication (IMC) as a capability is influenced by the organisational antecedents of learning orientation (LO), market orientation (MO) and brand orientation (BO). Further, the research examines how an IMC capability influences brand performance and whether these relationships are influenced by brand size. Design/methodology/approach Based on survey data from 187 managers responsible for brand communications, this paper applies structural equation modelling using SmartPLS3 to assess hypothesised relationships. Findings IMC capability is directly influenced by BO but not by MO and LO; these have important indirect effects. Size does not moderate key relationships but directly affects IMC capability. Research limitations/implications Organisational antecedents play an important role in shaping IMC capability and ultimately brand performance. Future researchers should consider a larger sample of brands and firms, IMC capability building in small firms and longitudinal design to evaluate the effects of IMC capability. Practical implications BO is nested in and complementary to learning and MO, and thus cannot stand alone. Developing an IMC capability is critical for translating the benefits of organisational orientations into performance outcomes. IMC capability links MO and BO to firm performance. Appropriate resourcing is critical for success, as it has implications for developing other resources and capabilities. Originality/value This study empirically establishes for the first time a relationship between critical organisational antecedents of LO, MO and BO, their influence on IMC capability and subsequently on brand performance.

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Section: Discussionmentioning

confidence: 99%

IMC capability: antecedents and implications for brand performance

Luxton

Reid²,

Mavondo

2017

EJM

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“…It offers a structured approach for communication leaders and their teams to reflect and agree on a common understanding of the coreand particularly the strategiccontributions of communications to corporate success. This is imperative if communication departments want to be valued and treated as "a creator of value" by the top management Fombrun and Riel, 2007;De Beer, 2014). In the long-term, the framework may facilitate the cooperation with top management and other departments and ultimately help to strengthen the departments' influence within the organization.…”

Section: Practical Implicationsmentioning

confidence: 99%

How communication departments contribute to corporate success

Zerfaß

Volk

2018

JCOM

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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.

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“…A manager or strategist works also with technical tasks such as writing texts and producing messages, and technicians' task may also have strategic directions and effects. Still, a problem is that all too many professionals build their career on technical specializing in content production (Cornelissen, 2011). Additionally, there are yet ambitions to map out different roles, e.g., recently conducted by the Swedish Communication Association (Sveriges kommunikatörer, 2020).…”

Section: Research On Communication Practitioners As a Professionmentioning

confidence: 99%

Developing a Communicative Logic –The Key to Communication Professionalism

Simonsson

Heide

2021

International Journal of Strategic Communication

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Communication practitioners still struggle to increase their status and legitimacy, and the value of their work is often questioned. The general perception of the occupation is often related to the idea that communication practitioners manipulate with misleading information and primarily are involved in superficial activities such as image and reputation building. In attempting to defend themselves from criticism and enhance their status, communication practitioners have strived to be regarded as a management function, which comes with pressure to follow a managerial logic. However, the managerial logic works as a double-edged sword -it brings some status in the short run but takes communication practitioners further away from their core competence in communication. In this article, we challenge the one-sided belief in the managerial logic -managerialism -and explore its hidden, negative implications for the practice and professionalization of communications practitioners. The implications are illustrated with interviews with communication practitioners and survey data on communication practitioners' views and communication processes. Further, we propose that an alternative logic -a professional communicative logic -needs to be further developed and embraced to additionally advance the professional project.

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Creating value through communication

Abstract: ABSTRACT

Cited by 21 publications

References 35 publications

IMC capability: antecedents and implications for brand performance

IMC capability: antecedents and implications for brand performance

How communication departments contribute to corporate success

Developing a Communicative Logic –The Key to Communication Professionalism

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