Emerald | Corporate Communications: An International Journal | Table of Contents http://www.emeraldinsight.com/1356-3289.htm Table of contents from the most recently published issue of Corporate Communications: An International Journal Journal en-gb Tue, 01 Apr 2014 00:00:00 +0100 2013 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | Corporate Communications: An International Journal | Table of Contents http://www.emeraldinsight.com/common_assets/img/covers_journal/ccijcover.gif http://www.emeraldinsight.com/1356-3289.htm 120 157 Developing internal crisis communication: New roles and practices of communication professionals http://www.emeraldinsight.com/journals.htm?issn=1356-3289&volume=19&issue=2&articleid=17109723&show=abstract http://www.emeraldinsight.com/10.1108/CCIJ-09-2012-0063 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The article has two major purposes. The first purpose is to examine the roles and practices of communication professionals in relation to internal aspects of crisis communication. The second is to suggest new roles and practices for communication professionals that will enable a strategic approach to internal crisis communication. This article is based on empirical material from a larger three-year research project that focuses on internal crisis communication at a university hospital (UH) in Sweden. <B>Design/methodology/approach</B> – This article is based on empirical material from a larger, three-year research project that focuses on internal crisis communication at a university hospital (UH). For the purpose of this article the authors have mainly analysed transcripts of 24 semi-structured interviews that lasted 1-1.5 hours each. The authors chose to interview both communication professionals and other key persons/crisis managers in order to have the role and practices of communication professionals elucidated not only from the perspective of communication professionals themselves. <B>Findings</B> – A conclusion from the case study is that communication professionals have a rather limited role in internal crisis communication. Their role is primarily focused on information distribution through the intranet, even though they are also involved in strategic managerial work during the acute stage of the crisis. The communication professionals are first and foremost called for once the crisis has already occurred, which can be seen as a “communication on demand” approach, which limits a strategic orientation. In this paper some new roles and practices for communication professionals are suggested, which involve a strategic approach and cover all the stages of crisis. <B>Research limitations/implications</B> – Future research needs to go deeper into the practices and processes of these roles. <B>Practical implications</B> – Important prerequisites for fulfilling a strategic role as a communication professional are membership of the board, diversified communication roles, a developed managerial role, being closer to core operations, and legitimacy. <B>Originality/value</B> – The absence of a strategic crisis management thinking and discourse in organisations delimits communication professionals to a technical role rather than a managerial and strategic role. Taking internal crisis communication seriously and adopting a broader view of crises will raise new demands on communication professionals, which go beyond the operational and tactical roles in the acute phase of a crisis. Article literatinetwork@emeraldinsight.com (Mats Heide, Charlotte Simonsson) Tue, 01 Apr 2014 00:00:00 +0100 Conceptualizing communicative leadership: A framework for analysing and developing leaders’ communication competence http://www.emeraldinsight.com/journals.htm?issn=1356-3289&volume=19&issue=2&articleid=17109724&show=abstract http://www.emeraldinsight.com/10.1108/CCIJ-02-2013-0007 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The concept of “communicative leadership” is used in organisations that analyse and develop leaders' communication competence. A scholarly definition of this concept is lacking, and the implications of leaders' communication and the development of communication competence for organisations are rarely discussed. The purpose of this paper is to create a theoretical framework around the concept of “communicative leadership”, which can contribute to future research and development of leaders' communication competence. <B>Design/methodology/approach</B> – Three research questions were addressed: what communicative behaviours are central to leaders? How can “communicative leaders” be characterised? What is a “communicative leader”? Literature from the leadership and communication research fields was reviewed and related to these questions. <B>Findings</B> – Four central communicative behaviours of leaders (i.e. structuring, facilitating, relating, and representing), eight principles of communicative leadership, and a tentative definition are presented. A communicative leader is defined as someone who engages employees in dialogue, actively shares and seeks feedback, practices participative decision making, and is perceived as open and involved. <B>Practical implications</B> – A theoretical foundation to the practice of analysing and developing leaders' communication competence is provided, which is related to employee engagement and organisational performance. <B>Originality/value</B> – Communicative leadership is a concept emerging from organisational needs, articulated by corporate and public organisation leaders. This article links its core constructs to academic quantitative and qualitative research in an integrated framework, which can guide further research and the development of leaders' communication competence. Article literatinetwork@emeraldinsight.com (Catrin Johansson, Vernon D. Miller, Solange Hamrin) Tue, 01 Apr 2014 00:00:00 +0100 Mixed-methods: measurement and evaluation among investor relations officers http://www.emeraldinsight.com/journals.htm?issn=1356-3289&volume=19&issue=2&articleid=17109725&show=abstract http://www.emeraldinsight.com/10.1108/CCIJ-10-2012-0071 <strong>Abstract</strong><br /><br /><B>Purpose</B> – While investor relations have become an established corporate function, research into how investor relations officers (IROs) practice measurement and evaluation is limited. The purpose of this paper is to examine which approaches and metrics IROs use to gauge their success. <B>Design/methodology/approach</B> – To address this gap in the literature, this study surveyed (<IT>n</IT>=384) the corporate membership of the National Investor Relations Institute (NIRI), the world's largest investor relations association, on the topic of measurement and evaluation. <B>Findings</B> – The results indicate that IROs strongly (80 percent) believe that mixed-methods (i.e. both quantitative and qualitative methods) should be used to measure the success of investor relations. Mixed-methods advocates place significantly more importance on measurement than IROs that prefer quantitative- or qualitative-only approaches. <B>Research limitations/implications</B> – The results of this survey indicate that IROs typically place the most value on metrics that are qualitative, non-financial and relationship-oriented. These findings suggest that IROs believe they should be evaluated in large part on their competency at relationship management. <B>Practical implications</B> – From a benchmarking perspective, these findings suggest that IROs looking to align with their peers should use a mix of both quantitative and qualitative evaluation measures that are non-financial and relationship management-focused. <B>Originality/value</B> – These findings contribute to recent efforts to explicate a general theory of investor relations. While investor relations scholarship has grown in recent years, up until this point, little attention had been paid to measurement and evaluation. Article literatinetwork@emeraldinsight.com (Matthew W. Ragas, Alexander V. Laskin) Tue, 01 Apr 2014 00:00:00 +0100 Under the reputation umbrella: An integrative and multidisciplinary review for corporate image, projected image, construed image, organizational identity, and organizational culture http://www.emeraldinsight.com/journals.htm?issn=1356-3289&volume=19&issue=2&articleid=17109726&show=abstract http://www.emeraldinsight.com/10.1108/CCIJ-10-2011-0055 <strong>Abstract</strong><br /><br /><B>Purpose</B> – Currently, in the literature, words such as “corporate image”, “projected image”, “construed image”, “reputation”, “organizational identity”, and “organizational culture” are often confused and superimposed. This creates a conceptual mismatch that leads to results that are hard to compare. Moreover, this leads to difficulty in individuating the correct tools to investigate these constructs. Part of this confusion is due to the lack of a framework shared by different literatures. The aim of this paper is firstly to propose a reasoned review of the literatures related to these constructs. Secondly, the authors propose a new framework and a standard terminology, in which reputation is the wider construct that includes and relates to the others. <B>Design/methodology/approach</B> – The authors performed an extensive and multidisciplinary review in the 12 most used databases within corporate communication, organizational psychology, marketing, organizational studies, management, and business. A semiotic and relational approach was implemented as <IT>modus operandi</IT>. <B>Findings</B> – The paper builds on the previous literature, clarifying labels and constructs and identifying a standard terminology to which future studies can refer in order to facilitate a multidisciplinary dialog along different disciplines. <B>Originality/value</B> – To the authors' knowledge, this is the first review to take into consideration all of the seven constructs together and relate them within one framework. Moreover, it uses a novel approach in seeing “reputation” as an umbrella construct under which all the other constructs are grouped and included. Article literatinetwork@emeraldinsight.com (Luca Cian, Sara Cervai) Tue, 01 Apr 2014 00:00:00 +0100 Setting the agenda for research on issue arenas http://www.emeraldinsight.com/journals.htm?issn=1356-3289&volume=19&issue=2&articleid=17109727&show=abstract http://www.emeraldinsight.com/10.1108/CCIJ-08-2012-0055 <strong>Abstract</strong><br /><br /><B>Purpose</B> – This paper seeks to contribute to the field of corporate communication by clarifying the theoretical basis of communication in issue arenas and proposing an agenda for research on issue arenas. <B>Design/methodology/approach</B> – Drawing on insights from stakeholder thinking, network theory, issues management, and agenda-setting theory, the authors identify different levels of analysis that could explain the behaviour of organisations in the public debate on current issues. <B>Findings</B> – The organisation-centred approach is replaced by a strong emphasis on interaction in networks of organisations, groups and individuals. Decision-making on communication strategies can be further developed by analysing the particularities of each issue arena, in particular the characteristics of the issue and the actors involved as well as the course of the debate and the communication strategies utilised in stakeholder interaction. <B>Research limitations/implications</B> – This theoretical approach calls for further research, but offers an agenda and suggests four starting levels for analysis. <B>Practical implications</B> – This paper provides a timely approach to the analysis of corporate communication that may help understand the complexities of a rapidly changing organisational environment and, ultimately, assist organisations in developing customised communication strategies suited to each issue arena relevant to their operations. <B>Originality/value</B> – Insights from various theories are brought together to serve as a starting point for the further analysis of communication in issue arenas. Article literatinetwork@emeraldinsight.com (Marita Vos, Henny Schoemaker, Vilma Liisa Luoma-aho) Tue, 01 Apr 2014 00:00:00 +0100 A multidisciplinary approach for a new understanding of corporate communication http://www.emeraldinsight.com/journals.htm?issn=1356-3289&volume=19&issue=2&articleid=17109728&show=abstract http://www.emeraldinsight.com/10.1108/CCIJ-12-2011-0073 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The aim of this paper is to better understand the concept of communication in organizations through the comparison of definitions given by scholars from different business-related communication disciplines: marketing, public relations, organizational communication and corporate communication. <B>Design/methodology/approach</B> – A review of prevalent definitions in the four mentioned disciplines; discussion of communication aims, communication categorizations, theoretical background and innovations in each of these disciplines; and finally analysis of convergences and differences. <B>Findings</B> – All the disciplines considered in this study converge in looking at the entire communication of a business, adopting a relational perspective, valuing some intangible resources as outcomes of communication. They highlight also some nuanced differences. <B>Research limitations/implications</B> – Higher value should be attached to research results in the communication field that come from considering multiple points of view, because each discipline contributes specific connotations to the comprehension of communication. <B>Originality/value</B> – The paper compares some business-related communication disciplines and considers each as independent while benefiting from cross-fertilization. The multiple points of view allow a multidisciplinary approach and the awareness of the polysemic nature of communication. Article literatinetwork@emeraldinsight.com (Alessandra Mazzei) Tue, 01 Apr 2014 00:00:00 +0100 What we are publishing about: corporate communication in the last four volumes http://www.emeraldinsight.com/journals.htm?issn=1356-3289&volume=19&issue=2&articleid=17109729&show=abstract Editorial literatinetwork@emeraldinsight.com (Wim J.L. Elving) Thu, 01 Jan 1970 01:00:00 +0100