Global Stakeholder Relationships Governance

Falconi, Toni Muzi; Grunig, James E.; Zugaro, Emilio Galli; Duarte, João

doi:10.1057/9781137396822

Cited by 21 publications

(5 citation statements)

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“…An organization effective in governance is able to mobilize resources and legitimacy from strategic constituencies and stakeholders (Daft, 2012; Falconi, Grunig, Zugaro, & Duarte, 2014; J. E. Grunig, 2009).…”

Section: Literature Reviewmentioning

confidence: 99%

Bottom-Up Building of an Innovative Organization

Park

Kim

Krishna

2014

Management Communication Quarterly

111

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This article proposes a theoretical model to understand the ways in which organizations can increase employees' voluntary intrapreneurship and motivated business information seeking and sharing, scouting, via relationship building. Three management strategies-managerial receptiveness to innovative effort, employee empowerment, and communication symmetryhave been tested for their effects on quality of organization-employee relationship (OER), and the effects of OERs on employee's intrapreneurship and scouting. A survey was conducted with 528 employees of organizations that have a minimum of 300 employees in the United States. Results suggest that organizations become innovative and adaptive to the organizational environment as they cultivate relationships with employees because they can motivate employees to engage in voluntary intrapreneurship and scouting in and around the organization.

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Section: Literature Reviewmentioning

confidence: 99%

Bottom-Up Building of an Innovative Organization

Park

Kim

Krishna

2014

Management Communication Quarterly

111

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“…The spread of globalization and its subsequent impact on public relations practice (in what is now described as international or global public relations) has created serious questions centered on the relevance and effectiveness of PR practice in different cultural settings. Indeed, available literature (Falconi, 2010: 2; Freitag and Stokes, 2009: 6) suggests that scholars and practitioners believe that PR now transcends cultural barriers and that it can be practiced effectively on a global scale. Several articles and book chapters have been written discussing the practice of PR in different countries.…”

Section: Introductionmentioning

confidence: 99%

An exploration of strategic public relations management in Ghana

Anani-Bossman

2020

Public Relations Inquiry

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The study examines the current state of public relations practice in Ghana. The study applied the four principle of generic public relations theory to determine whether PR practice in Ghana was strategic. A mixed mode of survey and in-depth interviews were used to gather data from 108 respondents and 15 interviewees respectively. Findings show PR in Ghana is seldom managed strategically, is practiced more at the technician level than managerial, and is bound to cultural norms of the country.

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“…Similar preferences are visible in the answers on communication skills for top executives. Concepts such as corporate social responsibility (Ihlen et al, 2011) and stakeholder governance (Muzi Falconi et al, 2014) promoted by communication researchers and practitioners are less prevalent in the mindsets of CEOs until now.…”

Section: Insert Table VI Discussionmentioning

confidence: 99%

Corporate communications from the CEO’s perspective

Zerfaß

Sherzada

2015

Corporate Communications: An International Journal

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Purpose -The purpose of this paper is to explore the perceptions and expectations of chief executive officers (CEOs) and executive board members concerning: the relevance of public opinion and contribution of communication performance to organizational success, the communicative role of top executives and their interaction with professional communicators, the objectives and values of corporate communications, and the importance of various disciplines and instruments. Design/methodology/approach -A quantitative survey was conducted among top executives of listed and private companies operating in the largest European country, Germany (n=602). Findings -The study identifies a traditional mindset: top executives focus on primary stakeholders (customers, employees) instead of secondary stakeholders (politicians, activists), they value mass media higher than social media, and they rate speaking more important than listening. Moreover, communication professionals are not always the first choice when CEOs and board members reflect on the topics at hand. Advanced visions of strategic communication developed in academia and practice have not yet arrived in many boardrooms. Research limitations/implications -The sample is not representative for all CEOs in corporations and it is limited to one country. Originality/value -While the performance of corporate communications depends heavily on the perceptions, beliefs, and expectations that top executives hold towards communication and its contribution to organizational goal, little is known about this. Most knowledge is based on qualitative interviews and small-scale samples. This study provides an overview of previous insights and takes a broader empirical approach.

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Global Stakeholder Relationships Governance

Cited by 21 publications

References 0 publications

Bottom-Up Building of an Innovative Organization

Bottom-Up Building of an Innovative Organization

An exploration of strategic public relations management in Ghana

Corporate communications from the CEO’s perspective

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