Dialogic Communication and Thought Leadership: Twitter Use by Public Relations Agencies in the United States

Thelen, Patrick D.; Robinson, Katy; Yue, Cen April; Men, Rita Linjuan

doi:10.1080/10496491.2020.1809595

Cited by 8 publications

(7 citation statements)

References 52 publications

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“…Even though hashtags and mention functions are deemed as interactive features which facilitate dialogue, Taylor and Kent (2004) also noted that “facilitating dialogue is not the same as genuine dialogue” (p. 74). In comparison, CEOs rarely posted questions to solicit feedback or requested publics to ask a question or leave a comment, even though these strategies are likely viewed as more genuine, intentional and effective in generating two-way dialogue (Thelen et al , 2018). On conservation of visitors and generation of return visits, they were negatively associated with public engagement indicators in one way or another.…”

Section: Discussionmentioning

confidence: 99%

“…On conservation of visitors and generation of return visits, they were negatively associated with public engagement indicators in one way or another. Given the fact that most features falling under these two categories include links to other sources, it is likely that clicking into links to other websites or social media diverted the traffic away from Twitter and thus led to less likes, retweets or comments (Men et al , 2018; Thelen et al , 2018).…”

Section: Discussionmentioning

confidence: 99%

“…Initially developed to guide communicative relationships with publics on websites, the dialogic principles have been extended to explain stakeholder communication across various social media platforms (Arturo et al , 2017; Men et al , 2018; Seltzer and Mitrook, 2007) and disciplines, including environmental activism (Bortree and Seltzer, 2009; Jahng and Lee, 2018), public relations agencies (Thelen et al , 2018), health care (Hether, 2014), higher education (McAllister-Spooner, 2012) and non-profit organizations (Lovejoy et al , 2012). Based on the theory of dialogic communication, scholars have also evaluated the role of the CEO in creating stakeholder engagement and its influence on publics’ attitudinal and relational outcomes (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

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How do CEOs communicate on Twitter? A comparative study between Fortune 200 companies and top startup companies

Yue

Thelen

Robinson

et al. 2019

CCIJ

Self Cite

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Purpose The purpose of this paper is to compare Fortune 200 and top startup chief executive officers’ (CEOs) communication strategies on Twitter and the effectiveness of these strategies in influencing public engagement. Specifically, guided by the dialogic communication theory and social presence theory, this study explored CEOs’ use of dialogic communication, social presence strategies and message tactics. Additionally, public engagement on Twitter measured by total number of likes, retweets and comments was associated with communication strategies utilized by CEOs. Design/methodology/approach This study employed the quantitative content analysis. A total sample of 720 posts from 36 CEOs were selected and analyzed. Drawing from prior studies, a coding scheme was developed and employed during the coding process. Two authors of this study served as coders and reached satisfactory inter-coder reliability. A series of χ2 tests and negative binomial regressions were conducted for data analysis. Findings Neither Fortune 200 CEOs nor top startup CEOs fully utilized dialogic principles for Twitter communication. Although Fortune CEOs seemed to be experts in strategically tailoring messages and therefore present themselves on Twitter in a friendly manner, startup CEOs demonstrated a higher level of authenticity, animation and informality. Findings are mixed regarding the direction of associations between dialogic principles and public engagement. Originality/value This study expands the application of dialogic principles in examining online executive communication and its influence in public engagement on Twitter. This study was among the first that examined executive leadership communication in the context of social media setting. In this sense, the study shifted the internal focus of leadership research to investigating leaders’ interaction with a variety of online publics.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

How do CEOs communicate on Twitter? A comparative study between Fortune 200 companies and top startup companies

Yue

Thelen

Robinson

et al. 2019

CCIJ

Self Cite

View full text Add to dashboard Cite

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“…Durante la última década, la academia también ha mostrado gran interés en analizar cómo cultivar y construir relaciones de calidad a través de las diferentes redes sociales (Lovejoy et al, 2012;Wang & Zhou, 2015;Capriotti & Losada-Díaz, 2018;Wang & Jang, 2019;Zhao & Chen, 2022). En el caso de Twitter, dadas las características de esta herramienta y su gran penetración entre diferentes tipos de públicos, se ha convertido en una herramienta estratégica para establecer engagement entre los diferentes stakeholders y diferentes comunidades digitales (Ros & Castelló, 2012, Anagnostopoulos et al, 2018;Emeksiz & Şimşek, 2018;Simon & Tossan, 2018;Gómez et al, 2019;Wang & Jang, 2019;Thelen et al, 2021;Zhao & Chen, 2022).…”

Section: Marco Teóricounclassified

Análisis del uso de Twitter como plataforma estratégica de diálogo: las empresas del IBEX35 y la difusión de mensajes sobre COVID

Miquel-Segarra

Pérez

Monfort

2023

RCom

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El trabajo analiza la comunicación realizada por parte de empresas del IBEX35 en situaciones de crisis para determinar los mecanismos que tratan de favorecer el diálogo entre organizaciones y sus stakeholders. La muestra la componen los tuits que incluyen la palabra covid y que han sido emitidos por las 27 compañías del IBEX 35 que disponían de perfiles corporativos verificados en la plataforma social Twitter durante los primeros 6 meses de la pandemia COVID-19. Tomando en consideración los principios dialógicos establecidos por Kent y Taylor (1998), que fueron adaptados por Rybalko y Seltzer (2010) para Twitter, se realizó una adaptación para establecer indicadores que aplicar en la conversación establecida en la plataforma. Para analizar las diferencias de interacción se ha utilizado la prueba t para muestras independientes y el ANOVA de un factor. Los resultados muestran que las empresas mantienen un interés por relacionarse con sus públicos pero que siguen tratando temas que no son del interés de los usuarios, lo que dificulta que exista una diálogo o conversación entre empresas y stakeholders. El artículo demuestra que los recursos más utilizados por las empresas en situaciones de crisis son la llamada a la acción y al diálogo, ya sea planteando preguntas a sus usuarios o sugiriendo la interacción deseada. Mientras que preguntar directamente a los usuarios sus opiniones no genera más diálogo, los resultados demuestran que solicitar actitudes, como comentar, difundir una imagen o dar un me gusta sí que aumenta la interacción. Esto implica que existe interés bajo por parte de los públicos por unirse a una conversación real.

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“…Through a netnography of the Protein World's 2015 “Are You Beach Body Ready?” firestorm on Twitter, Scholz and Smith (2019) identify an escalation strategy as a way to build brand value and activate supporters during social media crises. Thelen et al (2021) analyze Twitter use by public relations agencies and suggest that while media “vividness” increases the public's levels of engagement, interactivity has an inverse effect.…”

Section: Literature Reviewmentioning

confidence: 99%

CEOs as corporate ambassadors: deciphering leadership communication via Twitter

Reynolds

Schlegelmilch

2021

OIR

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Purpose This study aims to analyze the ways in which chief executive officers (CEOs) communicate via Twitter and help develop guidelines for effective tweeting strategies that can leverage Twitter in leadership communication. Design/methodology/approach The authors conduct a large-scale content analysis of more than 65,000 tweets by 338 CEOs. Findings The authors propose a model that categorizes differences in CEO tweets along six independent dimensions: content professionalism, language professionalism, emotional valence, emotion activation, interactional efforts and information cues. The authors also develop coding schemes and measurement scales for each dimension. Originality/value This study provides a multi-dimensional paradigm as well as useful tools for future research on corporate leadership communication on social media.

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Dialogic Communication and Thought Leadership: Twitter Use by Public Relations Agencies in the United States

Cited by 8 publications

References 52 publications

How do CEOs communicate on Twitter? A comparative study between Fortune 200 companies and top startup companies

How do CEOs communicate on Twitter? A comparative study between Fortune 200 companies and top startup companies

Análisis del uso de Twitter como plataforma estratégica de diálogo: las empresas del IBEX35 y la difusión de mensajes sobre COVID

CEOs as corporate ambassadors: deciphering leadership communication via Twitter

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