Corporate communication: A guide to theory and practice
H1 Defining corporate communication
1.1 Introduction
1.2 Scope and definitions
Before 1970 it was referred to as public relations. In this period it was used mainly to
communicate with the press and as a tactical instrument. 1970 → Now Growth into
corporate communications. Corporations were starting to focus on the organization as a
whole.
Definition ‘’Corporate communication is an instrument of management by means of which
all consciously off internal and external communication are harmonized as effectively and
efficiency as possible, with the overall objective of creating ‘a favorable basis for
relationships with groups upon which the company is dependent.’’
,All organizations, of all sizes and operating in different sectors, must find ways to
successfully establish and nurture relationships with their stakeholders, upon which they
are economically and socially dependent. The management functions that emerged to deal
with this task is corporate communication.
Vertical Structures - Way in which tasks and activities are divided and arranged into
departments, and located in the hierarchy of authority within an organization. Vertical
structures divide each organization's primary tasks into smaller tasks and activities.
, Horizontal Structures - Ensures that tasks and activities, while spread out over
departments, are combined into the basic functions. Horizontal structures allow for
cross-functional teamwork and flexibility and can take various forms including: -
Multi-disciplinary task or project teams - Standardized work processes - Council meetings.
1.3 Trends in corporate communication
H2 Dynamics of issue discourse
2.1 Living in turbulent times
Many organizations function in a dynamic context characterized by fast development in
both their external and internal environments. Crisis communication is the interaction
between different actors concerning crises. It has also been defined as ‘’communication by
an organization before, during and after a crisis. We see crisis communication as being
co-created by those that discuss issues related to the crisis. Social media are a group of
internet-based applications that allow exchange of user generated content.
2.2 Multi-actor discussion
An issue arena is a place of interaction where multiple actors discuss topics in which they
have a stake. Actors in an issue arena have been compared to a stage in a theater, and
can choose to be active ‘on the stage’ or passive in the audience.
The issue arena approach is based on several theoretical areas. First stakeholder theory
clarifies the mutual dependence between an organization and stakeholders with diverse
interests. Next, network theory explains holes and power relations in the network,
depicted as a set of interconnected nodes. Furthermore, agenda setting provides a basis
to understand the salience of issues and their transfer between news media and public
agenda. Last but not least, issues management identifies evolving issues and links these
to organizational policies.
Although organizations can participate in the debate in issue arenas, they cannot control
how it evolves. However, by proactively picking up early warning signs, an organization can
participate early in the debate as one of the actors.
H1 Defining corporate communication
1.1 Introduction
1.2 Scope and definitions
Before 1970 it was referred to as public relations. In this period it was used mainly to
communicate with the press and as a tactical instrument. 1970 → Now Growth into
corporate communications. Corporations were starting to focus on the organization as a
whole.
Definition ‘’Corporate communication is an instrument of management by means of which
all consciously off internal and external communication are harmonized as effectively and
efficiency as possible, with the overall objective of creating ‘a favorable basis for
relationships with groups upon which the company is dependent.’’
,All organizations, of all sizes and operating in different sectors, must find ways to
successfully establish and nurture relationships with their stakeholders, upon which they
are economically and socially dependent. The management functions that emerged to deal
with this task is corporate communication.
Vertical Structures - Way in which tasks and activities are divided and arranged into
departments, and located in the hierarchy of authority within an organization. Vertical
structures divide each organization's primary tasks into smaller tasks and activities.
, Horizontal Structures - Ensures that tasks and activities, while spread out over
departments, are combined into the basic functions. Horizontal structures allow for
cross-functional teamwork and flexibility and can take various forms including: -
Multi-disciplinary task or project teams - Standardized work processes - Council meetings.
1.3 Trends in corporate communication
H2 Dynamics of issue discourse
2.1 Living in turbulent times
Many organizations function in a dynamic context characterized by fast development in
both their external and internal environments. Crisis communication is the interaction
between different actors concerning crises. It has also been defined as ‘’communication by
an organization before, during and after a crisis. We see crisis communication as being
co-created by those that discuss issues related to the crisis. Social media are a group of
internet-based applications that allow exchange of user generated content.
2.2 Multi-actor discussion
An issue arena is a place of interaction where multiple actors discuss topics in which they
have a stake. Actors in an issue arena have been compared to a stage in a theater, and
can choose to be active ‘on the stage’ or passive in the audience.
The issue arena approach is based on several theoretical areas. First stakeholder theory
clarifies the mutual dependence between an organization and stakeholders with diverse
interests. Next, network theory explains holes and power relations in the network,
depicted as a set of interconnected nodes. Furthermore, agenda setting provides a basis
to understand the salience of issues and their transfer between news media and public
agenda. Last but not least, issues management identifies evolving issues and links these
to organizational policies.
Although organizations can participate in the debate in issue arenas, they cannot control
how it evolves. However, by proactively picking up early warning signs, an organization can
participate early in the debate as one of the actors.
