Organisation der Kommunikationsfunktion: Grundmodelle und Benchmarking

Zerfaß, Ansgar; Lautenbach, Christoph; Sass, Jan

doi:10.1007/978-3-658-22933-7_28

Cited by 12 publications

(2 citation statements)

References 18 publications

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“…Benchmarking on the other hand “is the process of systematically identifying, analyzing, and adapting industries' best practices to improve an organization's performance” (Boxwell, 1994). This helps to classify one's own resources against the background of industry standards and can help communication leaders to explain changing demands for financial and personnel resources (Zerfaß et al , 2022).…”

Section: Research On Value Creation and Communication Units: Overview...mentioning

confidence: 99%

“…This has stimulated the development of maturity models, benchmarking approaches, strategies for developing competencies and positioning communication departments, or for using digital technologies to optimize internal workflows (e.g. Berger and Meng, 2014;Brockhaus et al, 2023;Brockhaus and Zerfass, 2022;Fleisher and Burton, 1995;Johansson et al, 2019;Zerfaß et al, 2022). A pioneering approach which combined both research streams is the Excellence Theory by Grunig et al (2002), which explored how communication activities can make an organization more effective and the characteristics of communication functions that are likely to make this happen.…”

Section: Introductionmentioning

confidence: 99%

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Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

Zerfass,

Link

2023

JCOM

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PurposeThe question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications compete internally with other functions (e.g. marketing and human resources (HR)) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units.Design/methodology/approachBased on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature.FindingsThe CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principles of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated.Research limitations/implicationsThe approach stimulates the debate on communication units as objects of observation when researching communication management practices. Further research with appropriate empirical methods is needed to identify and study different types of business models for communications.Practical implicationsThe CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally.Originality/valueTransferring a well-known concept from general management to communication management enriches the value creation debate in theory and practice. It allows communication leaders to align their work with organizational goals and make it accessible to top management and other decision-makers in the organization. It also opens up new avenues for research and education.

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Section: Research On Value Creation and Communication Units: Overview...mentioning

confidence: 99%