Digitalization in corporate communications: understanding the emergence and consequences of CommTech and digital infrastructure

Abstract

PurposeThis 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/approachThe 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.FindingsWhile 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 implicationsThe 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/valueThe 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.

Guest editorial: Digitalization of Corporate Communications: a multi-stakeholder approach

“…However, given the situation’s urgency, the digitalization process has not been gradual. From one day to the next, organizations have had to opt for these mechanisms to give continuity to their productive activities and business plans (Brockhaus et al , 2023). This has meant, among other things, that internal stakeholders of the organizations have had to bear, in many cases, labor costs while getting used to the dynamics of remote work and sharing physical space with family members.…”

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Forced digitization and organizational changesThe forced confinement caused by the COVID-19 health crisis has required companies to change their production dynamics, digitalizing workplaces, abandoning physical spaces and infrastructures, focusing on promoting remote work, as well as mechanics and dynamics of organizational communication exchanges with their different stakeholders through digital channels, in order to maintain their production processes and improve efficiency in this new and changing scenario.However, given the situation's urgency, the digitalization process has not been gradual. From one day to the next, organizations have had to opt for these mechanisms to give continuity to their productive activities and business plans (Brockhaus et al, 2023). This has meant, among other things, that internal stakeholders of the organizations have had to bear, in many cases, labor costs while getting used to the dynamics of remote work and sharing physical space with family members.Other collateral phenomena, such as fatigue and burnout due to excessive video conferencing, extended working hours, information and e-mail overload, and stress due to confinement itself, are some of the effects of this «new» and changing ecosystem (Ravina-Ripoll et al, 2021.Furthermore, this digitization process, which in many cases was a product of improvisation, highlighted the need for organizations to have continuing education plans and programs in place to deal with the changing platforms and interfaces (Romero-Rodr ıguez et al, 2020) because within the «skill economy», formal trainingcollege, universities .

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Digital discussion

“…The work of Brockhaus et al (2022) indicates that for those working within corporate communications, there is an overwhelming understanding for the need for CommTech. There is no substantial rejection of the principle that adopting leading CommTech will improve internal stakeholder communications, and improve overall organizational efficiencies and effectiveness.…”

“…Yet digital infrastructure and CommTech is not typically a priority for firms, due to the relatively high costs associated, the need for updated training for employees, and the belief that basic systems already in place are sufficient. According to Brockhaus et al (2022), CommTech is necessary for stakeholder communications based on three different levels of digital tools and services in corporate communications: primary activities (stakeholder communications and advising), utilizing both owned and third-party digital platforms – campaign planning, content management, crisis communication, stakeholder dialogues, internal advising; functional support activities (for communications) focusing on workflows – communication alignment, monitoring, digital asset management, project-related tracking of staff hours; generic support activities (beyond communications) – human resource management, accounting, procurement, team collaboration. …”

Between rules, norms and shared understandings: how institutional pressures shape the implementation of data-driven communications

“…Today, social media and social networks are the most important channels (Macnamara et al ., 2021; Meng et al ., 2019; Zerfass et al ., 2020), and strategic communication increasingly involves the use of analytics processes, such as data analysis and modeling (Wiencierz and Röttger, 2019). Analytics tools can be defined as digital communications technologies (CommTech) that are used “to manage and perform primary activities, particularly stakeholder communications and internal advising, or functional support activities such as managing internal workflows for monitoring, content planning, or evaluation” (Brockhaus et al ., 2022, p. 4).…”