Horizons in Strategic Communication: Theorising a Paradigm Shift

Mahoney, James R.

doi:10.1080/1553118x.2011.537603

Cited by 16 publications

(8 citation statements)

References 25 publications

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“…This means that top down vertical interactions are necessary in order to allow managers that are located in the higher position to direct tasks to other employees. Thus, the location of the department close to senior management also means that this department often interacts directly with the CEO as it develops several tasks relevant for senior managers such as (1) text-based productions; (2) managing content and production of internal and external web sites; (3) consultation about means and media of communication; (4) coordination of communication projects; and (5) monitoring communication quality in accordance with Lurati and Eppler (2006); Mahoney (2011) and Moreno et al (2010).…”

Section: Discussionmentioning

confidence: 99%

Developing corporate communications: insights from the Italian scenario

Palazzo

Foroudi

Kitchen

et al. 2020

QMR

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Purpose Based on the managerial perceptions from large firms, this paper aims to explore the emergence, growth and importance of corporate communications and how it is evolving and creating competitive advantage for Italian firms. Design/methodology/approach A qualitative approach is deployed, comprising in-depth interviews with senior managers from Italian corporations from a broad spectrum of industries, including: energy, telecommunications, automotive, transport, retail chain, appliances, technology and engineering, private shipping, government-owned holdings, marketing consultancy and construction. Findings The paper offers insight into corporate communications (corpcoms) practices in the sampled companies. The paper shows that corpcoms involves a complex range of activities leading to performance – managed and implemented under CEO direction. Practical implications Corpcoms is perceived as a strategic concept with effective application relative to managing corporate image and reputation. The findings offer insights for communication professionals who deal with corpcoms, branding and marketing communications. Originality/value Corpcoms can be viewed via the lens of social actors’ perspectives, i.e. via practitioners – including brand managers and senior executives, as they possess practical knowledge of business practice in specific contextual business settings and have the managerial ability and remit to design, implement and evaluate integrated corpcoms.

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Section: Discussionmentioning

confidence: 99%

Developing corporate communications: insights from the Italian scenario

Palazzo

Foroudi

Kitchen

et al. 2020

QMR

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“…Nonetheless, to discern about strategy and strategic communication, results to be rather complex, due to the polysemic character of the term, emphasized by many recent studies (Mahoney, 2011; Nothhaft, 2016; Nothaft et al , 2018; Zerfass et al , 2018). Its meaning has been separated in two: on the one hand, strategic communication is called traditional, and it is structured by rationality, prediction, manipulation, control and planning; on the other hand, strategic communication is defined as emergent and instead of presenting and disseminating strategy, it constructs it, by shaping the continuous interactions of all actors involved, in a process that embraces both learning and change (van Ruler, 2018).…”

Section: A Reality That Is Multidisciplinarymentioning

confidence: 99%

Multidisciplinarity in internal communication and the challenges ahead

Araújo

Miranda

2020

CCIJ

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PurposeConsidering the impact internal communication has on the performance of organizations, studies about internal communication are revisited in order to generate a deeper understanding about the disciplines that shape the topic and the main trends influencing both the academic and professional fields.Design/methodology/approachDeparting from a communicational background, the authors integrate dispersed contributions from disciplines such as organizational communication, public relations, corporate communication and marketing communications, to the literature on internal communication.FindingsThe significant role played by internal communication is supported by scholars with different theoretical backgrounds. Despite the clear differences between disciplines, the defense of a strategized internal communication and a focus on the employee is widely accepted.Practical implicationsBoth scholars and practitioners will need to keep adapting to a reality where: internal communication practices are not only managerial but also dependent on the inputs of the employees; the ability to listen and collect feedback is sacred, and internal communication plans are expected to be strategically implemented and measured.Originality/valueBy showing the plurality of disciplines that influence internal communication, a strategized multidisciplinary focus on the topic is encouraged.

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“…It could be said that detailed studies on strategic communication started in the 21st century, due to the need for application in rapidly changing and complex social environments. These environments, it is argued, are the ones where it is most appropriate to undertake these operations because they provide resources that allow the company to adapt and respond to a reality that is in constant evolution (Mahoney, 2011). Then, following a review of the literature, there are a variety of characteristics that define strategic communication:…”

Section: Strategic Communicationmentioning

confidence: 99%

Strategic communication practices by consultants in Colombia

Preciado-Hoyos

2020

CCIJ

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PurposeThe purpose of this study is to determine the perception of communication and PR agency directors in Colombia regarding strategic communication and its relationship with consultancy when involved with three types of activities: bringing the context close to the organization, providing new knowledge and facilitating change.Design/methodology/approachThis paper provides an exploratory study based on semi-structured interviews of a sample of 55 communication and PR agency directors.FindingsAmong the directors interviewed, there are different criteria concerning strategic communication and the services this entails. Although the literature mentions that consultancy should focus on counseling, accompanying, advising and orienting without making decisions for the client or performing any operative activities, many Colombian agencies offer these services, in addition to other technical ones. This is because these are the most requested ones by their clients and so are important in acquiring contracts in the country's communication sector.Research limitations/implicationsThe limitation of this study is the absence of a regularly and systematically updated directory and database with the current size of the communications sector and its yearly revenue in Colombia.Practical implicationsLack of consensus regarding strategic communication consultancy may lead to unfair competition on prices and confounding strategic and nonstrategic services in the market.Social implicationsNew academic knowledge for the communication practices in communication agencies in Colombia and Latin America.Originality/valueThis article arises from initial research done in Colombia on the perceptions of the communication sector's directors regarding the meaning of strategic communication and key capacities in the provision of services under that remit.

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Horizons in Strategic Communication: Theorising a Paradigm Shift

Cited by 16 publications

References 25 publications

Developing corporate communications: insights from the Italian scenario

Developing corporate communications: insights from the Italian scenario

Multidisciplinarity in internal communication and the challenges ahead

Strategic communication practices by consultants in Colombia

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