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Publisher: Emerald   (Total: 341 journals)

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Showing 1 - 200 of 341 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.178, CiteScore: 1)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 31, SJR: 1.71, CiteScore: 3)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.144, CiteScore: 0)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 21, SJR: 2.187, CiteScore: 4)
Advances in Accounting Education     Hybrid Journal   (Followers: 16, SJR: 0.279, CiteScore: 0)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.451, CiteScore: 1)
Advances in Autism     Hybrid Journal   (Followers: 18, SJR: 0.222, CiteScore: 1)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 46, SJR: 0.21, CiteScore: 1)
Advances in Gender Research     Full-text available via subscription   (Followers: 4, SJR: 0.16, CiteScore: 0)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 64, SJR: 0.296, CiteScore: 0)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.216, CiteScore: 1)
Agricultural Finance Review     Hybrid Journal   (SJR: 0.406, CiteScore: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 194, SJR: 0.354, CiteScore: 1)
American J. of Business     Hybrid Journal   (Followers: 17)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 11, SJR: 0.235, CiteScore: 1)
Arts and the Market     Hybrid Journal   (Followers: 8)
Asia Pacific J. of Innovation and Entrepreneurship     Open Access  
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.425, CiteScore: 1)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 5, SJR: 0.234, CiteScore: 1)
Asian Association of Open Universities J.     Open Access   (Followers: 1)
Asian Education and Development Studies     Hybrid Journal   (Followers: 5, SJR: 0.233, CiteScore: 1)
Asian J. on Quality     Hybrid Journal   (Followers: 3)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.222, CiteScore: 1)
Aslib J. of Information Management     Hybrid Journal   (Followers: 25, SJR: 0.725, CiteScore: 2)
Aslib Proceedings     Hybrid Journal   (Followers: 294)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.603, CiteScore: 2)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.309, CiteScore: 1)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.559, CiteScore: 2)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.5, CiteScore: 2)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.46, CiteScore: 1)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8)
Business Strategy Series     Hybrid Journal   (Followers: 6)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.527, CiteScore: 2)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.31, CiteScore: 1)
China Finance Review Intl.     Hybrid Journal   (Followers: 5, SJR: 0.245, CiteScore: 0)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.278, CiteScore: 1)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.246, CiteScore: 1)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.296, CiteScore: 1)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.22, CiteScore: 1)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5, SJR: 0.274, CiteScore: 1)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.731, CiteScore: 2)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.453, CiteScore: 1)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.336, CiteScore: 1)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.378, CiteScore: 1)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.504, CiteScore: 2)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, CiteScore: 0)
Digital Library Perspectives     Hybrid Journal   (Followers: 23, SJR: 0.341, CiteScore: 1)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 21, SJR: 0.47, CiteScore: 1)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 131, SJR: 0.245, CiteScore: 1)
Education + Training     Hybrid Journal   (Followers: 23)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, SJR: 1.707, CiteScore: 3)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 7, SJR: 0.551, CiteScore: 2)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.444, CiteScore: 1)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.653, CiteScore: 2)
English Teaching: Practice & Critique     Hybrid Journal   (SJR: 0.417, CiteScore: 1)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.5, CiteScore: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.26, CiteScore: 1)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.585, CiteScore: 3)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.454, CiteScore: 2)
European J. of Management and Business Economics     Open Access   (Followers: 1, SJR: 0.239, CiteScore: 1)
European J. of Marketing     Hybrid Journal   (Followers: 21, SJR: 0.971, CiteScore: 2)
European J. of Training and Development     Hybrid Journal   (Followers: 11, SJR: 0.477, CiteScore: 1)
Evidence-based HRM     Hybrid Journal   (Followers: 5, SJR: 0.537, CiteScore: 1)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.503, CiteScore: 2)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.34, CiteScore: 1)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 18, SJR: 0.412, CiteScore: 1)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.421, CiteScore: 1)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 46, SJR: 0.426, CiteScore: 1)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.26, CiteScore: 0)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.171, CiteScore: 0)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.129, CiteScore: 0)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.333, CiteScore: 1)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.174, CiteScore: 0)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.301, CiteScore: 1)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 5, SJR: 0.334, CiteScore: 1)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.904, CiteScore: 3)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.318, CiteScore: 1)
Info     Hybrid Journal   (Followers: 1)
Information and Computer Security     Hybrid Journal   (Followers: 22, SJR: 0.307, CiteScore: 1)
Information Technology & People     Hybrid Journal   (Followers: 43, SJR: 0.671, CiteScore: 2)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 11, SJR: 0.191, CiteScore: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 60)
Internet Research     Hybrid Journal   (Followers: 37, SJR: 1.645, CiteScore: 5)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4, SJR: 0.324, CiteScore: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.275, CiteScore: 1)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.654, CiteScore: 3)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 15, SJR: 0.353, CiteScore: 1)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 7, SJR: 0.318, CiteScore: 1)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.362, CiteScore: 1)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 13, SJR: 1.452, CiteScore: 4)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 18, SJR: 0.339, CiteScore: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9, SJR: 0.139, CiteScore: 0)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 6, SJR: 0.387, CiteScore: 1)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.559, CiteScore: 1)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 6, SJR: 0.201, CiteScore: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.474, CiteScore: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.349, CiteScore: 1)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 4, SJR: 0.629, CiteScore: 2)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 5, SJR: 0.388, CiteScore: 1)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 6, SJR: 0.445, CiteScore: 1)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 11, SJR: 0.358, CiteScore: 1)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.247, CiteScore: 1)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.211, CiteScore: 1)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 6, SJR: 0.205, CiteScore: 0)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7, SJR: 0.226, CiteScore: 1)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 11, SJR: 0.197, CiteScore: 1)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.214, CiteScore: 1)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9, SJR: 0.375, CiteScore: 1)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.217, CiteScore: 1)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 3, SJR: 0.227, CiteScore: 0)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 19)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 5, SJR: 0.802, CiteScore: 3)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.71, CiteScore: 2)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.203, CiteScore: 1)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2, SJR: 0.36, CiteScore: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.365, CiteScore: 1)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 24, SJR: 0.426, CiteScore: 1)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 11, SJR: 0.307, CiteScore: 1)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.697, CiteScore: 3)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.052, CiteScore: 4)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.138, CiteScore: 1)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.25, CiteScore: 1)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.821, CiteScore: 4)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.303, CiteScore: 1)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.578, CiteScore: 2)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.438, CiteScore: 1)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.492, CiteScore: 2)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.309, CiteScore: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.742, CiteScore: 3)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.225, CiteScore: 1)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 49, SJR: 0.3, CiteScore: 1)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1, SJR: 0.269, CiteScore: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.228, CiteScore: 0)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 13, SJR: 0.502, CiteScore: 2)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2, SJR: 0.502, CiteScore: 0)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.186, CiteScore: 1)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 7, SJR: 0.562, CiteScore: 2)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.303, CiteScore: 1)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 0.895, CiteScore: 3)
Irish J. of Occupational Therapy     Open Access  
ISRA Intl. J. of Islamic Finance     Open Access  
J. for Multicultural Education     Hybrid Journal   (Followers: 1, SJR: 0.237, CiteScore: 1)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.301, CiteScore: 1)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 9)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.314, CiteScore: 1)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 44, SJR: 0.222, CiteScore: 1)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (SJR: 0.108, CiteScore: 0)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.227, CiteScore: 1)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 48, SJR: 0.2, CiteScore: 0)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.245, CiteScore: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 20)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.652, CiteScore: 2)
J. of Business Strategy     Hybrid Journal   (Followers: 11, SJR: 0.333, CiteScore: 1)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.243, CiteScore: 1)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.2, CiteScore: 0)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.173, CiteScore: 1)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.625, CiteScore: 1)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.664, CiteScore: 2)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.368, CiteScore: 1)
J. of Criminal Psychology     Hybrid Journal   (Followers: 118, SJR: 0.268, CiteScore: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 46, SJR: 0.254, CiteScore: 1)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.257, CiteScore: 1)
J. of Documentation     Hybrid Journal   (Followers: 175, SJR: 0.613, CiteScore: 1)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.733, CiteScore: 1)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 1.252, CiteScore: 2)
J. of Enabling Technologies     Hybrid Journal   (Followers: 3, SJR: 0.369, CiteScore: 1)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, SJR: 0.212, CiteScore: 1)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.827, CiteScore: 4)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.281, CiteScore: 1)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 8, SJR: 0.262, CiteScore: 1)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
J. of Facilities Management     Hybrid Journal   (Followers: 3, SJR: 0.33, CiteScore: 1)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.608, CiteScore: 2)
J. of Financial Crime     Hybrid Journal   (Followers: 373, SJR: 0.228, CiteScore: 0)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1, SJR: 0.186, CiteScore: 0)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.309, CiteScore: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8, SJR: 0.159, CiteScore: 0)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 13)
J. of Forensic Practice     Hybrid Journal   (Followers: 56, SJR: 0.205, CiteScore: 1)
J. of Global Mobility     Hybrid Journal   (Followers: 2, SJR: 0.377, CiteScore: 1)

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Journal Cover
Corporate Communications An International Journal
Journal Prestige (SJR): 0.453
Citation Impact (citeScore): 1
Number of Followers: 7  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1356-3289
Published by Emerald Homepage  [341 journals]
  • Communicating/organizing for reliability, resilience, and safety: special
           issue introduction
    • Pages: 154 - 161
      Abstract: Corporate Communications: An International Journal, Volume 23, Issue 2, Page 154-161, April 2018.

      Citation: Corporate Communications: An International Journal
      PubDate: 2018-03-21T10:57:59Z
      DOI: 10.1108/CCIJ-01-2018-0019
       
  • The communicative constitution of adaptive capacity during Sweden’s
           Västmanland wildfire
    • Pages: 162 - 179
      Abstract: Corporate Communications: An International Journal, Volume 23, Issue 2, Page 162-179, April 2018.
      Purpose The purpose of this paper is to explain how adaptive capacity is accomplished through communication processes and can contribute to enhancing disaster resilience. The authors adopt a structurational “four flows” explanation of communication processes. Design/methodology/approach The authors observed and analyzed discourse in meetings of a crisis communication network consisting of representatives of municipalities and public authorities involved in crisis communication management during the Västmanland wildfire in Sweden. Findings Adaptive capacity during the wildfire was principally accomplished through the structurational communication processes or “flows” of self-structuring, activity coordination, and institutional positioning. These flows intersected demonstrating how communication accomplishes the development of a responsive affiliation, organizes stabilizing structuring practices, and enables adaptive structuring practices. Research limitations/implications The main contribution of this study is a communicative explanation for adaptive capacity, which draws from a structurational model of constitutive communication, and lends further understanding to improvisation during disasters. Practical implications The authors discuss the findings in relation to improvisation, suggesting how the findings can inform future coordinated crisis communication for the public and news media. The recommendations address how practitioners might build a responsive affiliation, use minimal structures (e.g. communication practices), and maintain flexibility by introducing group reflexivity behaviors. Originality/value The authors provide new theoretical and empirical knowledge of the communicative constitution of adaptive capacity during a disaster.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-03-21T10:58:55Z
      DOI: 10.1108/CCIJ-04-2017-0031
       
  • A dynamic model of organizational resilience: adaptive and anchored
           approaches
    • Pages: 180 - 196
      Abstract: Corporate Communications: An International Journal, Volume 23, Issue 2, Page 180-196, April 2018.
      Purpose Organizations of all types desire to be imbued with resilience, or the ability to withstand and bounce back from difficult events (Richardson, 2002; Walsh 2003). But resilience does not play the same role in every organization. Previous research (Weick and Sutcliffe, 2011) has argued that organizations can be more or less resilient. For high reliability organizations (HROs) such as fire crews and emergency medical units, resilience is a defining feature. Due to the life-or-death nature of their work, the ability to be successful in the face of difficult events is imperative to the process of HROs. The paper aims to discuss these issues. Design/methodology/approach This is a theory piece. Findings The authors put forth a dual-spectrum model that introduces adaptive and anchored approaches to organizational resilience. Research limitations/implications There are organizations for which resilience is only enacted when the organization must overcome difficult events. And at the other end are organizations that may not enact resilience in difficult times, and therefore fail or deteriorate. But while it has been shown that organizations can be more or less resilient, there has been little attention paid to how organizations may have differing types of resilience. Originality/value In this piece, the authors theorize that resilience may differ in type between organizations. Drawing on theoretical approaches to resilience from communication (Buzzanell, 2010), organizational behavior (Weick and Sutcliffe, 2011), and motivational psychology (Dweck, 2016), the authors introduce a model that views resilience as a dynamic construct in organizations. The authors argue that an organization’s resilience-centered actions affect – and are determined by – its approach to Buzzanell’s (2010) five communicative processes of resilience. The authors offer testable propositions, as well as theoretical and practical implications from this model, not only for HROs, but for all organizations.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-03-21T10:58:36Z
      DOI: 10.1108/CCIJ-04-2017-0037
       
  • Revisiting high-reliability organizing: obstacles to safety and resilience
    • Pages: 197 - 211
      Abstract: Corporate Communications: An International Journal, Volume 23, Issue 2, Page 197-211, April 2018.
      Purpose The purpose of this paper is to complicate and critique contemporary scholarship on high-reliability organizations (HROs). This paper argues that although HRO scholarship helps to identify communicative patterns that facilitate reliability and safety, it also simplifies processes that undermine the effectiveness of existing recommendations for HROs. Design/methodology/approach This paper frames high-reliability organizing as the enactment of mindfulness, which is the theoretical mechanism behind each of the five principles of high-reliability organizing. Using this framework, this paper then elaborates on each of the HRO principles: preoccupation with failure, reluctance to simplify interpretations, sensitivity to operations, commitment to resilience, and deference to expertise. Findings This paper details how research guided by HRO theory must address the following obstacles to safety and resilience: information accessibility limiting preoccupation with failure, identity constructions encouraging the simplification of interpretations, message fatigue repressing sensitivity to operations, the information environment within HROs weakening commitment to resilience, and generational differences impeding deference to expertise. Originality/value This paper highlights key issues obstructing safety and reliability in organizations that have been largely ignored by extant literature and encourages scholars to do more to acknowledge the role communication plays in constituting and reconstituting organizational reliability. Failing to fully address complex communicative interactions in HROs obstructs efforts to safeguard employee health and safety.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-03-21T10:58:49Z
      DOI: 10.1108/CCIJ-04-2017-0034
       
  • Vigilant resilience: the possibilities for renewal through preparedness
    • Pages: 212 - 225
      Abstract: Corporate Communications: An International Journal, Volume 23, Issue 2, Page 212-225, April 2018.
      Purpose Post-crisis renewal discourse (Ulmer et al., 2007) is one form of communication that stakeholders may use as they attempt to organize for resilience. The purpose of this paper propose extending Discourse of Renewal Theory to explain how it could enact a different kind of resilience than scholars typically consider. Organizational resilience strategies often focus on the recovery or prevention stages of crisis management. Under conditions of persistent threat, it would be more productive for renewal discourse to emphasize greater preparedness. Design/methodology/approach To illustrate the need for this kind of theorizing, the author analyzes a case study that follows the public relations efforts of Canadian energy company Enbridge, Inc., in the aftermath of the 2010 Kalamazoo River oil spill. Findings By the criteria of Discourse of Renewal Theory, Enbridge attempted a renewal strategy, but it failed. By other criteria, however, it succeeded: it created the opportunity for richer dialogue among stakeholders about their interdependence and their competing interests. Originality/value By considering how elements of the resilience process may vary, this paper offers resources for more nuanced theory-building and theory-testing related to organizational and system-level resilience.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-03-21T10:59:01Z
      DOI: 10.1108/CCIJ-04-2017-0030
       
  • Crisis history tellers matter
    • Pages: 226 - 241
      Abstract: Corporate Communications: An International Journal, Volume 23, Issue 2, Page 226-241, April 2018.
      Purpose The purpose of this paper is to explore crisis history further. The paper also examines the possible impact of information source on publics’ perceptions. The study seeks to expound on the tenets of the situational crisis communication theory (SCCT), particularly the underutilized crisis history component. Design/methodology/approach The study used a 3 × 3 between-subjects experiment design to examine the effects of crisis history and information source on publics’ crisis emotions, perception of crisis responsibility, control, and organizational reputation. Participants were 174 undergraduate students from a large Southeastern university. Findings The study’s findings suggest that an organization’s crisis history by the media can increase publics’ perceived organizational control (referred to as personal control) in a crisis situation. However, negative crisis history told by the media can evoke more severe public anger in a crisis. A positive crisis history still could lead to negative perceptions. Research limitations/implications The study uses a fictional crisis scenario that may not evoke the same emotions or perceptions as an actual crisis. Practical implications Crisis communicators concerned with angry publics should focus less on traditional media relations and more on new media to reach other gatekeepers; or focus more heavily on media strategy since the media is more likely to elicit more anger among publics. Furthermore, a positive crisis history does not give organizations a pass in current crises. Originality/value Although the SCCT identifies crisis history as an intensifier of attribution of responsibility, few studies have examined crisis history.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-03-21T10:58:26Z
      DOI: 10.1108/CCIJ-04-2017-0039
       
  • (Dis)identification as resilience in dirty volunteer work
    • Pages: 242 - 256
      Abstract: Corporate Communications: An International Journal, Volume 23, Issue 2, Page 242-256, April 2018.
      Purpose The purpose of this paper is to investigate the role of identification and disidentification processes of individuals who perform dirty work. Specifically, this study seeks to understand how identification creates resilience for volunteer workers to endure dirty work. Design/methodology/approach The present study examines the resilience of volunteers in dirty work roles by interviewing 37 volunteers at an animal shelter and observing volunteers for 72 hours. The transcripts and field notes were analyzed using a grounded theory analysis. Findings Volunteers construct multiple identifications and disidentifications as part of the resilience process to engage dirty and dangerous work. Volunteers switched between different (dis)identifications and communicatively reinforced (dis)identifications to overcome the physical and social stigma associated with their work. Originality/value The present study extends research on resilience into a new context: dirty work. The findings bring into question assumptions regarding resilience and how a disruption is defined in the resilience literature. Disruptions are communicatively constructed and future studies should continue to research alternative contexts to study resilience labor.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-03-21T10:58:44Z
      DOI: 10.1108/CCIJ-04-2017-0035
       
  • Communicative management of tensions by MSIs for water resilience
    • Pages: 257 - 273
      Abstract: Corporate Communications: An International Journal, Volume 23, Issue 2, Page 257-273, April 2018.
      Purpose The purpose of this paper is to undertake a comparative case study (Stake, 2006) of two multi-stakeholder initiatives (MSIs) building resilient water systems to address how they communicatively frame and manage key tensions. “Glacier” is the North American convener of an MSI focused on developing reliable and measurable standards of water stewardship in catchment areas around the world. “Delta” convenes a MSI centered on the water economy, with the goal to connect and help diverse organizations around “the business of water.” Design/methodology/approach Qualitative data were analyzed using Tracy’s (2013) pragmatic-iterative method, which envisions ongoing cycles of theme generation and refinement, and draws on both induction and deduction to identity and sort themes. The “reflexive circular process” it involves helped trace how tensional poles were framed and managed. Findings For Glacier, the key tensions were: creating new and distinct standards while reiterating extant measures; collective decision making although privileging corporate interests; and fixed impact performance that is nevertheless fluid. Delta also displayed three tensions: focus on the ecological issue connecting the MSI or partner benefits; broader ethics of water stewardship vis-à-vis local considerations; and avowing a bipartisan agenda although politics remained central to its everyday work. Research limitations/implications The paper underlines how communicative framing and management of tensions are key to developing resilience for socioecological systems. It highlights how traditional organizational boundaries and collectives are disrupted in seeking resource system resilience, and suggests that texts and conversations might emphasize tensions differently. Practical implications First, MSI conveners and members working for resource system resilience should use visioning exercises to see how tensional poles might be dialectical, rather than focus on stark differences. Second, ongoing dialogue and evaluation can help trace alternative tension frames. Third, since context and MSI purpose matter in framing tensions, practitioners should be careful while transferring lessons learned across MSIs. Originality/value This paper contributes to resilience scholarship by underlining how the communicative management of tensions is vital to developing adaptive complexity and learning capabilities within broader socioecological systems – especially with MSIs working on complex wicked problems.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-03-21T10:58:18Z
      DOI: 10.1108/CCIJ-04-2017-0041
       
  • Why are you watching' Video surveillance in organizations
    • Pages: 274 - 291
      Abstract: Corporate Communications: An International Journal, Volume 23, Issue 2, Page 274-291, April 2018.
      Purpose Organizations and their actors are increasingly using video surveillance to monitor organizational members, employees, clients, and customers. The use of such technologies in workplaces creates a virtual panopticon and increases uncertainty for those under surveillance. Video surveillance in organizations poses several concerns for the privacy of individuals and creates a security-privacy dilemma for organizations to address. The purpose of this paper is to offer a decision-making model that ties in ethical considerations of access, equality, and transparency at four stages of video surveillance use in organizations: deployment of cameras and equipment, capturing footage, processing and storing data, and editing and sharing video footage. At each stage, organizational actors should clearly identify the purpose for video surveillance, adopt a minimum capability necessary to achieve their goals, and communicate decisions made and actions taken that involve video surveillance in order to reduce uncertainty and address privacy concerns of those being surveilled. Design/methodology/approach The paper proposes a normative model for ethical video surveillance organizational decision making based on a review of relevant literature and recent events. Findings The paper provides several implications for the future of dealing with security-privacy dilemmas in organizations and offers structured considerations for corporation leaders and decision makers. Practical implications The paper includes implications for organizations to approach video surveillance with ethical considerations for stakeholder privacy while balancing security demands. Originality/value This paper offers a framework for decision-makers that also offers opportunities for further research around the concept of ethics in organizational video surveillance.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-03-21T10:58:09Z
      DOI: 10.1108/CCIJ-04-2017-0043
       
  • Dialogics of strategic communication
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to analyze how the field of strategic communication is shaped and driven by several different logics that not only simply underpin each other, but also and simultaneously oppose each other and point in many different directions. Design/methodology/approach The authors address the multiple logics in strategic communication and their interplay by drawing on Edgar Morin’s theory of “dialogics.” According to Morin, complex systems are characterized by multiple logics that are at once complementary, competitive and antagonistic with respect to one another. Findings The authors present and discuss five dialogics that challenge conventional notions of managerial control: deliberate vs emergent perspectives on communication strategy; top-down vs participatory approaches; bounded vs unbounded notions of communication; consistency vs inconsistency in organizational messages; and transparency vs opacity in organizational practices. Originality/value While the dialogical perspective defies the ideal of strategic communication as a unitary discipline, the authors argue that the field can only develop by acknowledging, embracing and bringing to the fore of analysis principles that are at once complementary, competitive and antagonistic.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-30T09:48:51Z
      DOI: 10.1108/CCIJ-08-2017-0073
       
  • Communicating corporate social responsibility (CSR) on social media
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to examine the effects of message source and types of corporate social responsibility (CSR) message on stakeholder’s perception toward CSR and behavioral intention toward the company. Design/methodology/approach A 2 (message source: CEO’s Facebook account vs organization’s Facebook account) × 3 (types of CSR messages: internal CSR vs external CSR vs control) between-subjects online experiment (n=242) was conducted online. Findings Internal CSR message elicited greater perceptions of trust, satisfaction, control mutuality, and commitment toward the organization among the stakeholders than the external CSR message and the CEO’s personal life message. A significant two-way interaction between the message source and the type of CSR message on behavior intention toward the organization was obtained. Originality/value Internal CSR message does matter when it comes to social media posting. The general public do pay attention to what the CEO and the organizations are posting on their social media accounts. Message source does not matter when it comes to social media message posting. However, organizations and CEOs should try to stay consistent when it comes to creating a public CSR message.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-30T09:44:25Z
      DOI: 10.1108/CCIJ-07-2017-0067
       
  • Examining the effectiveness of using CSR communication in apology
           statements after bad publicity
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to contribute to understanding the effects of framing apology statements with corporate social responsibility (CSR) communications after a company has suffered negative publicity. Specifically, this study examined the role of CSR fit on consumers’ skepticism toward the apology statement and attitude toward the company compared to a no-CSR message condition. In addition, the study also analyzed the interaction effects between CSR fit and history on skepticism toward the apology statement and attitude toward the company. Design/methodology/approach A 2 (CSR fit: high or low) × 2 (CSR history: long or short) between-subject design was employed to examine the hypotheses. In addition, a no-CSR message group without any mention of CSR activities was included. To test the hypothesized constructs of main interest (i.e. CSR fit and CSR history) and incremental validity in the same set of model equations, this study used a hierarchical regression approach. Findings The high CSR fit condition led to less skepticism toward the apology statement and a more positive attitude toward the company than the no-CSR message condition did. The low CSR fit condition, in contrast, led to more skepticism toward the apology statement and a less positive attitude toward the company than the no-CSR message condition did. In addition, the results showed that the interaction effects between CSR fit and history will predict skepticism toward the apology statement and attitude toward the company. Originality/value There is little research on the effectiveness of high (congruent) and low (incongruent) CSR fit compared to a no-CSR message condition. To address this gap, this paper compared the effectiveness of the two conditions to a no-CSR condition.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-25T01:11:47Z
      DOI: 10.1108/CCIJ-06-2017-0055
       
  • The third-person effects in the investment decision making: a case of
           corporate social responsibility
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to apply a third-person effects theory to the study of corporate social responsibility communications. Previous studies have asked what importance investors assign to the socially responsible activities of corporations. However, in the context of publicly-traded companies, it becomes important not only to calculate the effects of available information on an individual investor, but also to estimate the effects of every piece of information on the investor’s perception of the investment community at large. Design/methodology/approach The study uses a survey methodology in order to evaluate what value respondents assign to socially responsible behaviors as well as to identify a presence of third-person effects in the corporate social responsibility evaluations. Using an online survey, the respondents were asked to read a modified news article and the respond to a series of questions. In total, 96 completed surveys were collected and analyzed. Findings The research finds the presence of third-person effects incorporate socially responsibility message processing. The results of the study show that, while individually people are supportive of the socially responsible behaviors of corporations, they perceive others to be less supportive of such behaviors; they also see others as less likely to encourage such behaviors through action. As a result, people are less likely to act on their own views of corporate socially responsibility as they perceive themselves to be outliers. These findings lead to important consequences for investor communications, which are discussed in light of the efficient market hypothesis. Research limitations/implications From an academic standpoint, the study proposed that in investor and financial communication, third-person effects could play a significant role. Yet, third-person effects research in investor relations literature simply does not exists. Thus, the study’s main contribution is expanding third-person effects theory into the field of the investor relations research. Practical implications From practical standpoint, expectations and perception of corporate social responsibility have a significant effect on corporate reputation and, thus, communication about corporate social responsibility become important as they shape these perceptions and expectations. Yet, such corporate social responsibility issues may include a variety of matters, such as governance, responsibility, and the quality of social and economic choices, sometimes even contradictory to each other. It becomes a job of investor relations managers to study, analyze, and respond to these competing demands. Social implications From societal standpoint, the study advances the debate on the role of corporations in the society. With such concepts as social license to operate and creating shared value, and the growing expectations about corporate behavior, understanding the stakeholders perceptions of socially responsible behavior of corporations as a function of their perceptions of other stakeholders’ viewpoints, creates a better understanding of the complexities involved in the issue of corporate social responsibility reporting. Originality/value Since investors and other financial publics are not homogenous and may have different perspectives, opinions, values, etc., they may react to the same information differently. Furthermore, they may expect others to behave differently and such perceptions, whether accurate or not, may, in fact, influence their own behavior, as third-person effects theory would suggest. Investor relations, then, becomes a function of managing these expectations. The presence of the third-person effects in investor communications can have a strong effect on market behavior and, thus, must become an important part of the investor relations professionals’ job – how the messages are crafted, communications, and measured. Yet, third-person effects is non-existent in the investor relations literature. Thus, the study provides an original contribution by applying a third-person effects theory in the investor relations research.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-24T07:13:42Z
      DOI: 10.1108/CCIJ-10-2017-0099
       
  • Guiding the conversation
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to investigate how public relations practitioners view their role in guiding their organizations’ frontline (nonnominated) employees’ social media use and the tensions that organizations must navigate when they interact with their employees online. Design/methodology/approach This study utilizes in-depth interviews with 24 PR practitioners in the USA. Data were analyzed via grounded theory’s approach to open, axial, and select coding. Findings PR practitioners engage in three activities to guide employees’ social media use: serving as a reactive-technical resource; supporting employee communities; and responding to incidental monitoring of social media posts. Research limitations/implications The study extends stakeholder theory by describing the normative expectations that are placed on employees when it comes to discussing the organization online. Practical implications Recommendations are offered for PR practitioners regarding the boundary-respecting management of nonnominated employees’ social media use. Social implications Findings point to a greater understanding about frontline workers’ roles in supporting their organizations and the need for organizations to carefully explain social media policies. Originality/value Scholars have not fully explored the challenges that firms face when they seek to influence employees’ personal social networking activities. There is new insight about the ways in which organization can ethically engage with employees in digitally mediated spaces.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-24T07:07:41Z
      DOI: 10.1108/CCIJ-06-2017-0057
       
  • Corporate visual identity: exploring the dogma of consistency
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to conceptually and empirically explore and challenge the dogma of Corporate visual identity (CVI) consistency. The goal is to nuance the current polarized debate of consistency or no consistency. Design/methodology/approach A qualitative research strategy is employed in this paper. Specifically, the empirical work rests on an interview study with strategists from ten different CVI agencies. The interview transcripts are analyzed using template analysis. Findings In terms of findings, both empirical and conceptual arguments for and against CVI consistency are presented. Many of these arguments rest on conflicting assumptions of CVI communication, CVI authenticity and CVI management, which all influence the debate of CVI consistency. Practical implications CVI practitioners are presented with a more reflective approach to dealing with consistency and hands on examples for inspiration. Originality/value This paper offers alternative and more nuanced conceptualizations of CVI consistency. This includes seeing consistency and inconsistency as ends of a spectrum to be balanced rather than mutually exclusive and by differentiating between consistency across platforms and consistency over time – coined CVI continuity. Furthermore, several future research areas that can help to further develop the field of CVI are suggested.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-23T07:41:12Z
      DOI: 10.1108/CCIJ-10-2017-0088
       
  • Visual trends in the annual report: the case of Ericsson 1947-2016
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose Disclosure research has argued that visuals are increasingly used in annual reports as a way to increase readability of the annual report, but comparatively little is known about of diagrams compared to graphs and photographs. The purpose of this paper is to provide a historical account of visuals use in corporate disclosure, with an emphasis on diagrams, to show changes from the 1940s until present-day reporting. Design/methodology/approach Visual research methods were applied to analyze how diagrams, photographs and graphs were used in 69 annual reports of the Swedish telecom company Ericsson. Findings Photographs have been used with increasing frequency since the 1950s. Graph and diagram use has increased significantly since the 1990s while photograph use remained stable, suggesting that graphs and diagrams increasingly complement photographs for visually representing the organization in corporate disclosure. Factors explaining the case company’s development include both internal (performance, individual preferences, shifting from a manufacturing-based strategy to a service-based strategy) and external (legislation, transformation of the telecom industry). Originality/value Visual elements in annual reports are increasingly oriented toward immaterial representations of the organization’s standings and identity and diagrams are increasingly used and contribute to this. This finding motivates further research about diagram use in corporate communication, such as how different diagram types convey accounting messages, and whether diagrams serve as impression management devices. For regulators, it will be important to follow the emerging trend of diagram use, since it is becoming part of reporting practice.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-23T07:34:49Z
      DOI: 10.1108/CCIJ-03-2017-0015
       
  • Applying Ajzen’s theory of planned behavior to predict practitioners’
           intentions to measure and evaluate communication outcomes
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to understand factors that may stimulate or inhibit communication practitioners when it comes to measurement and evaluation (M&E) of communication initiatives at the outcome level (i.e. impact on stakeholder’s attitudes and behavior or business results). Design/methodology/approach Based on Ajzen’s (1985) theory of planned behavior (TPB), the authors develop and test a new model to analyze antecedents to M&E behavior (attitude, perceived norms, and behavioral control) and assess how they impact practitioners’ intentions to perform outcome M&E. The model is tested in a standardized online survey (n=371). Findings Findings show that the TPB model explains a large amount of the variance in practitioners’ intentions to engage in M&E at the outcome level. The model demonstrates that attitude toward outcome M&E and perceived behavioral control, particularly lack of skills, are the two strongest drivers influencing practitioners’ intentions to measure and evaluate outcomes of their communication initiatives. Perceived norms to perform outcome M&E has only a very weak effect on intentions. Research limitations/implications The findings highlight the potential of education when it comes to developing M&E capabilities in the practice. They also suggest that the role of normative pressure to perform outcome M&E needs to be better understood in terms of the dynamics of standardization specifically regarding design, implementation, and monitoring of M&E standards. Originality/value The study is the first to go beyond the common descriptive focus in studying M&E practices and is the first application of the TPB to understand the factors that drive communication practitioners’ intentions to perform M&E.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-18T08:40:17Z
      DOI: 10.1108/CCIJ-11-2017-0107
       
  • Determining factors of success in internal communication management in
           Spanish companies
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to explore the factors that influence the success of internal communication in Spanish companies, specifically the importance of the channels used, activities conducted through ISM and the role played by the communication professional. Design/methodology/approach The model employed argues that to obtain success in internal communication, three factors are considered necessary: first, communication professionals must participate in strategic decisions; second, they have to use together social media channel and classical channel to communicate with employees; and finally they must choose which activities they carry out during the use of social media. These elements are developed in the literature review. To research practices of internal digital communications and level of success of internal communication across types of organizations, a quantitative survey between professionals from Spanish companies was conducted. Findings The results revealed that the hierarchical level, participation in the strategic decision process and dedication of the communication practitioner, alongside with the use of face-to-face and online communication channels, and the perceived importance of communication activities conducted through social media platforms are the key factors that influence the quality of internal communication. However, no significant relationship between the level of success and the use of social media channels was found. Research limitations/implications The current study has several limitations that should be noted and addressed in future research. The main limitation lies in the fact that the dependent variable – success in communication – is entirely based on communication professionals’ perceptions. Replication studies can be conducted to cross-validate the results obtained from this study using business outcome metrics to measure the communication effectiveness. A further limitation is related to the sampling procedure. Obtaining a representative sample of communications professionals in Spanish companies poses a number of limitations due to the impossibility of having accurate data on the total population. Practical implications The findings of the current study provide important implications for public relations professionals on what (i.e. the content) and how to (i.e. the channels) communicate within an organization. In general, internal communicators should move from historical roles as information producers and distributors to advisory roles in strategic decision making. Additionally, the implementation and use of ISM should be carefully revaluated. Communication practitioners should examine and address the difficulties involved in choosing the correct channels, devoting the necessary time to their adequate management, analyzing employees’ feedback and improving the engagement. Originality/value The study shows that internal communication practices in Spanish companies are changing. The model used in this research can be applied in an individual organization to evaluate what factors improve the communication of its employees and carry out additional research in other countries or types of organizations to identity new challenges.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-11T10:15:18Z
      DOI: 10.1108/CCIJ-03-2017-0021
       
  • Multisemiotic interaction: the CEO and stakeholders in Malaysian CEO
           Statements
    • Abstract: Corporate Communications: An International Journal, Ahead of Print.
      Purpose The purpose of this paper is to explore how Malaysian CEO Statements employ language and image to convey interaction between the CEO and stakeholders. Design/methodology/approach The paper examines an archive of 32 Malaysian CEO Statements. The archive is analyzed with Systemic Functional Multimodal Discourse Analysis (SF-MDA), where several interpersonal systems can establish how language and image features articulate interaction. The analysis identifies who the stakeholders are, and how these stakeholders and the CEO interact. Findings There are four stakeholders, who are the community, customer, employee and environment, and these stakeholders are sub-categorized by type or activity. The stakeholders and the CEO share multisemiotic interaction through contact, reaction and equality. These three strategies mimic a face-to-face conversation (contact) and the CEO is depicted to reveal some positive emotions (reaction) to social equals (equality). These strategies reflect synthetic personalization, through which the CEO and stakeholders seem to interact because the CEO speaks directly to stakeholders in friendly conversation about CSR. CEO Statements are part of the quest for social legitimacy and designate corporations as agents of positive social change. Their ideology can be stated as a general principle: corporation A recognizes problem B and proposes solution C, which has positive result D for stakeholder E. Originality/value Previous research has not emphasized interaction in CEO Statements. The paper also utilized SF-MDA, which may enhance the discursive competence or a systematic way to decipher language and image for people who practice or teach corporate communication.
      Citation: Corporate Communications: An International Journal
      PubDate: 2018-05-04T08:48:59Z
      DOI: 10.1108/CCIJ-03-2016-0025
       
 
 
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