Communication structure of the public sector in India: an empirical analysis

Abstract

Purpose

The purpose of this paper is to report empirical research about the chronological development of the organizational structure, functions (functional groups) and competencies of the corporate communication(/public relation) – CC(/PR) department of the central public sector enterprises (CPSEs) in India. This paper also attempts to identify the specific organizational goals that influence CC(/PR) departmental structure and its effectiveness.

Design/methodology/approach

In total, 34 selected CPSEs reflecting most of the salient features of the public sector in India are identified. Key personnel (or designates) in the CC(/PR) departments are contacted to take an online survey that is built after analyzing previously reported instruments appropriate in this context. Analyses are conducted using SPSS 10.0.

Findings

Data analysis shows that in many PSUs, the development of full‐fledged CC departments is still at a nascent stage; however, in other PSUs development of CC is already streamlined with company vision and is mature as a division. Key acceptable PR roles include communication for the desired perception among target audience and brand sustainability. In established CC departments, CC is a strategic management tool, synchronizing all intentional forms of internal and external communications, thus helping the PSUs to define its corporate image and improve corporate performance. Through the built‐in measurement systems, PSUs are encouraged to become global players.

Originality/value

The paper empirically measures the efficiency of CC(/PR) departments of 34 operating CPSEs concerned with the development of the engineering industry in India. This paper would be of value to researchers and practitioners seeking to promote, practice or influence the structuring of CC(/PR) departments.

Citation

Koul, S. (2009), "Communication structure of the public sector in India: an empirical analysis", Corporate Communications: An International Journal, Vol. 14 No. 3, pp. 320-332. https://doi.org/10.1108/13563280910980096