Index
The Management Game of Communication
ISBN: 978-1-78635-716-8, eISBN: 978-1-78635-715-1
ISSN: 2398-3914
Publication date: 26 August 2016
This content is currently only available as a PDF
Citation
(2016), "Index", The Management Game of Communication (Advances in Public Relations and Communication Management, Vol. 1), Emerald Group Publishing Limited, Leeds, pp. 293-297. https://doi.org/10.1108/S2398-391420160000001026
Publisher
:Emerald Group Publishing Limited
Copyright © 2016 Emerald Group Publishing Limited
INDEX
Accountability, internal versus external, 168–169
Accountable information versus steering information, 172
Administrative goals, 172–173
Altruistic motivation, 27
BA curricula, 56, 64–66
Balance Scorecards (BSC), 48–49, 164, 166, 172
Brand officers, 7
Business advisors, 4, 7
Business counsellor, 4
Business knowledge, as limited source factor for communication managers, 3–20
Business partner, 4
Career sponsorship, 209
Change communication, 169–170, 225–241
future of, 240–241
objective-individual, 228, 232–233
objective-social, 227–228, 229–231
practitioners, education implications for, 241
reflexive-dialectical, 228–229, 235–240
subjective-individual, 228, 234–235
subjective-social, 227–228, 233–234
Change management, future of, 240–241
Chief communication officers (CCOs), 50–51, 61, 183, 186, 187, 189–192, 194–199
perspective of, 57–59
Communication
before 2000s, 71–72
in board’s decision process, integrating, 58
in business programmes, 46–47
combining business and, educational challenges to, 72–76
corporate, 6, 48, 52, 72, 75, 77–80, 103, 182, 188, 265–285
crisis, 76
management. See communication management
programmes, management in, 47–48
routines, 251
strategic, 47, 182–185, 273–274, 281–282
strategic leadership, 138–139
Communication courses, in MBA programmes, 85–95
current curricula shape, reasons for, 93–94
methods of, 88–89
Communication management, 45–61, 101
CCOs, perspective of, 57–59
curriculum analysis, 54–57
definition of, 48–52
undergraduate programs, course descriptions of, 64–66
Communication managers, business knowledge as limited source factor for, 3–20
Communication professionals and organisational decision-making, 143–158
discriminator, 154–155
expert, 153–154
facilitator, 153
implementer, 154
interviews and analysis, 149–150
involvement, 150
strategic liaison, 152–153
strategic partner, 151–152
Communication science vs. economics. See Economics vs. communication science
Companies
relevance attributed to social acceptance, 110–111
sensitivity to developing environment, 111
Consulting services, 101
internal, 99–117
Context management
distinguished from self-management, 113–116
external, 105–106
Corporate communication (CC), 6, 48, 52, 54, 55, 72, 75, 103, 182, 188
Master’s programme in, 77–80
in small- and medium-sized enterprises, 265–285
Corporate self-management, 106–107
Creating shared value (CSV), 181–199
Crisis communication, 76
Cultural-cognitive institutions, 129
Cultural influences on mentoring, 209–210
Current curricula shape, reasons for, 93–94
Custom services versus regular services, 174
Decision-making
communication professionals, role of, 143–158
definition of, 251
organisational, 144–145
strategic, 245–261
Dialogue
abstract nature of, 247–249
outcomes, components of, 252–254
for strategic decision-making processes, 245–261
Discriminator, 154–155, 156
Doing the right thing, 171
Economics vs. communication science, 23–42
activities, 34–35, 36
attitudes towards practice, 27
educational data, 29–30
ethical knowledge, 39
evaluation, 35, 37–38
knowledge, 37, 38
orientation on ethical principles, 39, 40
theoretical impact, 38
understanding and practice of, 26–27, 31–40
English as the Business Lingua Franca (BELF), 74, 75
Ethics, 173–174
European Association of Communication Directors (EACD), 51, 132
European Communication Monitor, 52, 76, 132, 146
Excellence Theory, 101
Expert, 153–154, 156
External accountability, 168–169
External communication services, 99–117
empirical deficit, 100
legitimisation through, 104–105
External context management, 105–106
Facilitator, 153, 156
Flanders
communication management, 45–61
Formal mentoring, 212–214
Goals
administrative, 172–173
organizational, 172–173
political, 172–173
Graduate Management Admission Test (GMAT), 78, 80
IDEA model, 252, 254–259
Implementer, 154, 156
Informal mentoring, 212–214
Institute for Public Relations (IPR), 4
Internal accountability, 168–169
Internal communicators, 7
Internal consulting services, 99–117
empirical deficit, 100
legitimisation through, 104–105
International Business Communication (IBC)
Master’s programme in, 73–76
Ketchum Leadership Communication Monitor, 131
Key Performance Indicators (KPIs), 164, 166, 168, 169
criteria for, 174–175
disadvantages of, 177–178
Leadership status of organisations, communicating, 121–139
attributes of, 134
country perceptions, 134–137
Legitimation, legitimacy, 123–128
in companies, relevance of, 110–111
as function of public relations, 103–104
Legitimisation
through external communication services, 104–105
through internal consulting services, 104–105
Management, in communication programmes, 47–48
Management information cycle, challenges to, 171–174
Management-orientated communicator, 4, 7
Managerial accountability, need for, 166–167
Managerial attitude, six-point model for, 59–60
Market opportunities, redefining, 190–193
Master’s programme, in Corporate Communication, 77–80
eligibility for, 77–78
learning outcomes, 79–80
structure of, 78–79
Master’s programme, in International Business Communication, 73–76
MBA programmes, communication courses in, 85–95
current curricula shape, reasons for, 93–94
Mentee, 206
Mentoring, 205–221
challenges to defining, 208–209
cultural influences on, 209–210
formal, 212–214
informal, 212–214
origins of research, 207–208
and public relations, 210–212
Mentors
benefits to, 215–218
multiple, 214–215
Milan Protocol, 197
Motivation, altruistic, 27
Multiple mentors, 214–215
Negotiators, 7
Neo-institutionalism, 123
Networking, 206
New Public Management (NPM), 166–167
consequences of, 167–168
New structure, search for, 175–177
Objective-individual dimension, of change communication, 228, 232–233
Objective-social dimension, of change communication, 227–228, 229–231
Old-boy network, 220
Organisational decision-making, 144–145
Organisational listening, 102
Organizational goals, 172–173
Organizational leadership, 121–139
attributes of, 134
country perceptions, 134–137
Political goals, 172–173
Positioning strategy, 128–130
Positioning theory, 128, 130
Practitioner roles and decision-making processes, 147–148
Press agents, 7
Products, redefining, 190–193
Protégé
, 206–209, 211–214
benefits to, 215–218
PR practice, 24
PR professionals
classical, 4, 7
modern, 4, 7
typology of, 7
Public relations (PR)
attempt to context management, 111–113
attitudes towards, 27, 32–33
as difference management, 107–108
legitimation as function of, 103–104
mentoring and, 210–212
Reflecting-in-action, 229
Reflecting-on-action, 229
Reflexive-dialectical dimension, of change communication, 228–229, 235–240
Regular services versus custom services, 174
Reputation, 123–128
Self-management
corporate, 106–107
distinguished from context management, 113–116
Silo thinking, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in, 265–285
instruments, 272–273, 280–281
management, 277–280
relevance of, 276–277
strategic communication, 273–274, 281–282
structure, understanding, 270–272
Social acceptance in companies, relevance of, 110–111
Social judgement, 126
Socio-political institutions, 129
Stakeholder management, 249–252
Status, 124
leadership, 121–139
Steering information versus accountable information, 172
Strategic communication, 47, 182–185
dimensions of, 184–185
in small- and medium-sized enterprises, 273–274, 281–282
Strategic leadership communication, 138–139
Strategic liaison, 152–153, 156
Strategic partner, 151–152, 156
Subjective-individual dimension, of change communication, 228, 234–235
Subjective-social dimension, of change communication, 227–228, 233–234
Sustainable supply chain
value chain enhancement through, 193–195
Trust relationships
value chain enhancement through, 193–195
Value-based management, 168
Accountability, internal versus external
, 168–169
Accountable information versus steering information
, 172
Administrative goals
, 172–173
Altruistic motivation
, 27
BA curricula
, 56, 64–66
Balance Scorecards (BSC)
, 48–49, 164, 166, 172
Brand officers
, 7
Business advisors
, 4, 7
Business counsellor
, 4
Business knowledge, as limited source factor for communication managers
, 3–20
Business partner
, 4
Career sponsorship, 209
Change communication, 169–170, 225–241
future of, 240–241
objective-individual, 228, 232–233
objective-social, 227–228, 229–231
practitioners, education implications for, 241
reflexive-dialectical, 228–229, 235–240
subjective-individual, 228, 234–235
subjective-social, 227–228, 233–234
Change management, future of, 240–241
Chief communication officers (CCOs), 50–51, 61, 183, 186, 187, 189–192, 194–199
perspective of, 57–59
Communication
before 2000s, 71–72
in board’s decision process, integrating, 58
in business programmes, 46–47
combining business and, educational challenges to, 72–76
corporate, 6, 48, 52, 72, 75, 77–80, 103, 182, 188, 265–285
crisis, 76
management. See communication management
programmes, management in, 47–48
routines, 251
strategic, 47, 182–185, 273–274, 281–282
strategic leadership, 138–139
Communication courses, in MBA programmes, 85–95
current curricula shape, reasons for, 93–94
methods of, 88–89
Communication management, 45–61, 101
CCOs, perspective of, 57–59
curriculum analysis, 54–57
definition of, 48–52
undergraduate programs, course descriptions of, 64–66
Communication managers, business knowledge as limited source factor for, 3–20
Communication professionals and organisational decision-making, 143–158
discriminator, 154–155
expert, 153–154
facilitator, 153
implementer, 154
interviews and analysis, 149–150
involvement, 150
strategic liaison, 152–153
strategic partner, 151–152
Communication science vs. economics. See Economics vs. communication science
Companies
relevance attributed to social acceptance, 110–111
sensitivity to developing environment, 111
Consulting services, 101
internal, 99–117
Context management
distinguished from self-management, 113–116
external, 105–106
Corporate communication (CC), 6, 48, 52, 54, 55, 72, 75, 103, 182, 188
Master’s programme in, 77–80
in small- and medium-sized enterprises, 265–285
Corporate self-management, 106–107
Creating shared value (CSV), 181–199
Crisis communication, 76
Cultural-cognitive institutions, 129
Cultural influences on mentoring, 209–210
Current curricula shape, reasons for, 93–94
Custom services versus regular services, 174
Decision-making
communication professionals, role of, 143–158
definition of, 251
organisational, 144–145
strategic, 245–261
Dialogue
abstract nature of, 247–249
outcomes, components of, 252–254
for strategic decision-making processes, 245–261
Discriminator, 154–155, 156
Doing the right thing, 171
Economics vs. communication science, 23–42
activities, 34–35, 36
attitudes towards practice, 27
educational data, 29–30
ethical knowledge, 39
evaluation, 35, 37–38
knowledge, 37, 38
orientation on ethical principles, 39, 40
theoretical impact, 38
understanding and practice of, 26–27, 31–40
English as the Business Lingua Franca (BELF), 74, 75
Ethics, 173–174
European Association of Communication Directors (EACD), 51, 132
European Communication Monitor, 52, 76, 132, 146
Excellence Theory, 101
Expert, 153–154, 156
External accountability, 168–169
External communication services, 99–117
empirical deficit, 100
legitimisation through, 104–105
External context management, 105–106
Facilitator, 153, 156
Flanders
communication management, 45–61
Formal mentoring, 212–214
Goals
administrative, 172–173
organizational, 172–173
political, 172–173
Graduate Management Admission Test (GMAT), 78, 80
IDEA model, 252, 254–259
Implementer, 154, 156
Informal mentoring, 212–214
Institute for Public Relations (IPR), 4
Internal accountability, 168–169
Internal communicators, 7
Internal consulting services, 99–117
empirical deficit, 100
legitimisation through, 104–105
International Business Communication (IBC)
Master’s programme in, 73–76
Ketchum Leadership Communication Monitor, 131
Key Performance Indicators (KPIs), 164, 166, 168, 169
criteria for, 174–175
disadvantages of, 177–178
Leadership status of organisations, communicating, 121–139
attributes of, 134
country perceptions, 134–137
Legitimation, legitimacy, 123–128
in companies, relevance of, 110–111
as function of public relations, 103–104
Legitimisation
through external communication services, 104–105
through internal consulting services, 104–105
Management, in communication programmes, 47–48
Management information cycle, challenges to, 171–174
Management-orientated communicator, 4, 7
Managerial accountability, need for, 166–167
Managerial attitude, six-point model for, 59–60
Market opportunities, redefining, 190–193
Master’s programme, in Corporate Communication, 77–80
eligibility for, 77–78
learning outcomes, 79–80
structure of, 78–79
Master’s programme, in International Business Communication, 73–76
MBA programmes, communication courses in, 85–95
current curricula shape, reasons for, 93–94
Mentee, 206
Mentoring, 205–221
challenges to defining, 208–209
cultural influences on, 209–210
formal, 212–214
informal, 212–214
origins of research, 207–208
and public relations, 210–212
Mentors
benefits to, 215–218
multiple, 214–215
Milan Protocol, 197
Motivation, altruistic, 27
Multiple mentors, 214–215
Negotiators, 7
Neo-institutionalism, 123
Networking, 206
New Public Management (NPM), 166–167
consequences of, 167–168
New structure, search for, 175–177
Objective-individual dimension, of change communication, 228, 232–233
Objective-social dimension, of change communication, 227–228, 229–231
Old-boy network, 220
Organisational decision-making, 144–145
Organisational listening, 102
Organizational goals, 172–173
Organizational leadership, 121–139
attributes of, 134
country perceptions, 134–137
Political goals, 172–173
Positioning strategy, 128–130
Positioning theory, 128, 130
Practitioner roles and decision-making processes, 147–148
Press agents, 7
Products, redefining, 190–193
Protégé
, 206–209, 211–214
benefits to, 215–218
PR practice, 24
PR professionals
classical, 4, 7
modern, 4, 7
typology of, 7
Public relations (PR)
attempt to context management, 111–113
attitudes towards, 27, 32–33
as difference management, 107–108
legitimation as function of, 103–104
mentoring and, 210–212
Reflecting-in-action, 229
Reflecting-on-action, 229
Reflexive-dialectical dimension, of change communication, 228–229, 235–240
Regular services versus custom services, 174
Reputation, 123–128
Self-management
corporate, 106–107
distinguished from context management, 113–116
Silo thinking, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in, 265–285
instruments, 272–273, 280–281
management, 277–280
relevance of, 276–277
strategic communication, 273–274, 281–282
structure, understanding, 270–272
Social acceptance in companies, relevance of, 110–111
Social judgement, 126
Socio-political institutions, 129
Stakeholder management, 249–252
Status, 124
leadership, 121–139
Steering information versus accountable information, 172
Strategic communication, 47, 182–185
dimensions of, 184–185
in small- and medium-sized enterprises, 273–274, 281–282
Strategic leadership communication, 138–139
Strategic liaison, 152–153, 156
Strategic partner, 151–152, 156
Subjective-individual dimension, of change communication, 228, 234–235
Subjective-social dimension, of change communication, 227–228, 233–234
Sustainable supply chain
value chain enhancement through, 193–195
Trust relationships
value chain enhancement through, 193–195
Value-based management, 168
Career sponsorship
, 209
Change communication
, 169–170, 225–241
future of
, 240–241
objective-individual
, 228, 232–233
objective-social
, 227–228, 229–231
practitioners, education implications for
, 241
reflexive-dialectical
, 228–229, 235–240
subjective-individual
, 228, 234–235
subjective-social
, 227–228, 233–234
Change management, future of
, 240–241
Chief communication officers (CCOs)
, 50–51, 61, 183, 186, 187, 189–192, 194–199
perspective of
, 57–59
Communication
before 2000s
, 71–72
in board’s decision process, integrating
, 58
in business programmes
, 46–47
combining business and, educational challenges to
, 72–76
corporate
, 6, 48, 52, 72, 75, 77–80, 103, 182, 188, 265–285
crisis
, 76
management. See communication management
programmes, management in
, 47–48
routines
, 251
strategic
, 47, 182–185, 273–274, 281–282
strategic leadership
, 138–139
Communication courses, in MBA programmes
, 85–95
current curricula shape, reasons for
, 93–94
methods of
, 88–89
Communication management
, 45–61, 101
CCOs, perspective of
, 57–59
curriculum analysis
, 54–57
definition of
, 48–52
undergraduate programs, course descriptions of
, 64–66
Communication managers, business knowledge as limited source factor for
, 3–20
Communication professionals and organisational decision-making
, 143–158
discriminator
, 154–155
expert
, 153–154
facilitator
, 153
implementer
, 154
interviews and analysis
, 149–150
involvement
, 150
strategic liaison
, 152–153
strategic partner
, 151–152
Communication science vs. economics. See Economics vs. communication science
Companies
relevance attributed to social acceptance
, 110–111
sensitivity to developing environment
, 111
Consulting services
, 101
internal
, 99–117
Context management
distinguished from self-management
, 113–116
external
, 105–106
Corporate communication (CC)
, 6, 48, 52, 54, 55, 72, 75, 103, 182, 188
Master’s programme in
, 77–80
in small- and medium-sized enterprises
, 265–285
Corporate self-management
, 106–107
Creating shared value (CSV)
, 181–199
Crisis communication
, 76
Cultural-cognitive institutions
, 129
Cultural influences on mentoring
, 209–210
Current curricula shape, reasons for
, 93–94
Custom services versus regular services
, 174
Decision-making
communication professionals, role of
, 143–158
definition of
, 251
organisational
, 144–145
strategic
, 245–261
Dialogue
abstract nature of
, 247–249
outcomes, components of
, 252–254
for strategic decision-making processes
, 245–261
Discriminator
, 154–155, 156
Doing the right thing
, 171
Economics vs. communication science, 23–42
activities, 34–35, 36
attitudes towards practice, 27
educational data, 29–30
ethical knowledge, 39
evaluation, 35, 37–38
knowledge, 37, 38
orientation on ethical principles, 39, 40
theoretical impact, 38
understanding and practice of, 26–27, 31–40
English as the Business Lingua Franca (BELF), 74, 75
Ethics, 173–174
European Association of Communication Directors (EACD), 51, 132
European Communication Monitor, 52, 76, 132, 146
Excellence Theory, 101
Expert, 153–154, 156
External accountability, 168–169
External communication services, 99–117
empirical deficit, 100
legitimisation through, 104–105
External context management, 105–106
Facilitator, 153, 156
Flanders
communication management, 45–61
Formal mentoring, 212–214
Goals
administrative, 172–173
organizational, 172–173
political, 172–173
Graduate Management Admission Test (GMAT), 78, 80
IDEA model, 252, 254–259
Implementer, 154, 156
Informal mentoring, 212–214
Institute for Public Relations (IPR), 4
Internal accountability, 168–169
Internal communicators, 7
Internal consulting services, 99–117
empirical deficit, 100
legitimisation through, 104–105
International Business Communication (IBC)
Master’s programme in, 73–76
Ketchum Leadership Communication Monitor, 131
Key Performance Indicators (KPIs), 164, 166, 168, 169
criteria for, 174–175
disadvantages of, 177–178
Leadership status of organisations, communicating, 121–139
attributes of, 134
country perceptions, 134–137
Legitimation, legitimacy, 123–128
in companies, relevance of, 110–111
as function of public relations, 103–104
Legitimisation
through external communication services, 104–105
through internal consulting services, 104–105
Management, in communication programmes, 47–48
Management information cycle, challenges to, 171–174
Management-orientated communicator, 4, 7
Managerial accountability, need for, 166–167
Managerial attitude, six-point model for, 59–60
Market opportunities, redefining, 190–193
Master’s programme, in Corporate Communication, 77–80
eligibility for, 77–78
learning outcomes, 79–80
structure of, 78–79
Master’s programme, in International Business Communication, 73–76
MBA programmes, communication courses in, 85–95
current curricula shape, reasons for, 93–94
Mentee, 206
Mentoring, 205–221
challenges to defining, 208–209
cultural influences on, 209–210
formal, 212–214
informal, 212–214
origins of research, 207–208
and public relations, 210–212
Mentors
benefits to, 215–218
multiple, 214–215
Milan Protocol, 197
Motivation, altruistic, 27
Multiple mentors, 214–215
Negotiators, 7
Neo-institutionalism, 123
Networking, 206
New Public Management (NPM), 166–167
consequences of, 167–168
New structure, search for, 175–177
Objective-individual dimension, of change communication, 228, 232–233
Objective-social dimension, of change communication, 227–228, 229–231
Old-boy network, 220
Organisational decision-making, 144–145
Organisational listening, 102
Organizational goals, 172–173
Organizational leadership, 121–139
attributes of, 134
country perceptions, 134–137
Political goals, 172–173
Positioning strategy, 128–130
Positioning theory, 128, 130
Practitioner roles and decision-making processes, 147–148
Press agents, 7
Products, redefining, 190–193
Protégé
, 206–209, 211–214
benefits to, 215–218
PR practice, 24
PR professionals
classical, 4, 7
modern, 4, 7
typology of, 7
Public relations (PR)
attempt to context management, 111–113
attitudes towards, 27, 32–33
as difference management, 107–108
legitimation as function of, 103–104
mentoring and, 210–212
Reflecting-in-action, 229
Reflecting-on-action, 229
Reflexive-dialectical dimension, of change communication, 228–229, 235–240
Regular services versus custom services, 174
Reputation, 123–128
Self-management
corporate, 106–107
distinguished from context management, 113–116
Silo thinking, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in, 265–285
instruments, 272–273, 280–281
management, 277–280
relevance of, 276–277
strategic communication, 273–274, 281–282
structure, understanding, 270–272
Social acceptance in companies, relevance of, 110–111
Social judgement, 126
Socio-political institutions, 129
Stakeholder management, 249–252
Status, 124
leadership, 121–139
Steering information versus accountable information, 172
Strategic communication, 47, 182–185
dimensions of, 184–185
in small- and medium-sized enterprises, 273–274, 281–282
Strategic leadership communication, 138–139
Strategic liaison, 152–153, 156
Strategic partner, 151–152, 156
Subjective-individual dimension, of change communication, 228, 234–235
Subjective-social dimension, of change communication, 227–228, 233–234
Sustainable supply chain
value chain enhancement through, 193–195
Trust relationships
value chain enhancement through, 193–195
Value-based management, 168
Economics vs. communication science
, 23–42
activities
, 34–35, 36
attitudes towards practice
, 27
educational data
, 29–30
ethical knowledge
, 39
evaluation
, 35, 37–38
knowledge
, 37, 38
orientation on ethical principles
, 39, 40
theoretical impact
, 38
understanding and practice of
, 26–27, 31–40
English as the Business Lingua Franca (BELF)
, 74, 75
Ethics
, 173–174
European Association of Communication Directors (EACD)
, 51, 132
European Communication Monitor
, 52, 76, 132, 146
Excellence Theory
, 101
Expert
, 153–154, 156
External accountability
, 168–169
External communication services
, 99–117
empirical deficit
, 100
legitimisation through
, 104–105
External context management
, 105–106
Facilitator
, 153, 156
Flanders
communication management
, 45–61
Formal mentoring
, 212–214
Goals
administrative, 172–173
organizational, 172–173
political, 172–173
Graduate Management Admission Test (GMAT), 78, 80
IDEA model, 252, 254–259
Implementer, 154, 156
Informal mentoring, 212–214
Institute for Public Relations (IPR), 4
Internal accountability, 168–169
Internal communicators, 7
Internal consulting services, 99–117
empirical deficit, 100
legitimisation through, 104–105
International Business Communication (IBC)
Master’s programme in, 73–76
Ketchum Leadership Communication Monitor, 131
Key Performance Indicators (KPIs), 164, 166, 168, 169
criteria for, 174–175
disadvantages of, 177–178
Leadership status of organisations, communicating, 121–139
attributes of, 134
country perceptions, 134–137
Legitimation, legitimacy, 123–128
in companies, relevance of, 110–111
as function of public relations, 103–104
Legitimisation
through external communication services, 104–105
through internal consulting services, 104–105
Management, in communication programmes, 47–48
Management information cycle, challenges to, 171–174
Management-orientated communicator, 4, 7
Managerial accountability, need for, 166–167
Managerial attitude, six-point model for, 59–60
Market opportunities, redefining, 190–193
Master’s programme, in Corporate Communication, 77–80
eligibility for, 77–78
learning outcomes, 79–80
structure of, 78–79
Master’s programme, in International Business Communication, 73–76
MBA programmes, communication courses in, 85–95
current curricula shape, reasons for, 93–94
Mentee, 206
Mentoring, 205–221
challenges to defining, 208–209
cultural influences on, 209–210
formal, 212–214
informal, 212–214
origins of research, 207–208
and public relations, 210–212
Mentors
benefits to, 215–218
multiple, 214–215
Milan Protocol, 197
Motivation, altruistic, 27
Multiple mentors, 214–215
Negotiators, 7
Neo-institutionalism, 123
Networking, 206
New Public Management (NPM), 166–167
consequences of, 167–168
New structure, search for, 175–177
Objective-individual dimension, of change communication, 228, 232–233
Objective-social dimension, of change communication, 227–228, 229–231
Old-boy network, 220
Organisational decision-making, 144–145
Organisational listening, 102
Organizational goals, 172–173
Organizational leadership, 121–139
attributes of, 134
country perceptions, 134–137
Political goals, 172–173
Positioning strategy, 128–130
Positioning theory, 128, 130
Practitioner roles and decision-making processes, 147–148
Press agents, 7
Products, redefining, 190–193
Protégé
, 206–209, 211–214
benefits to, 215–218
PR practice, 24
PR professionals
classical, 4, 7
modern, 4, 7
typology of, 7
Public relations (PR)
attempt to context management, 111–113
attitudes towards, 27, 32–33
as difference management, 107–108
legitimation as function of, 103–104
mentoring and, 210–212
Reflecting-in-action, 229
Reflecting-on-action, 229
Reflexive-dialectical dimension, of change communication, 228–229, 235–240
Regular services versus custom services, 174
Reputation, 123–128
Self-management
corporate, 106–107
distinguished from context management, 113–116
Silo thinking, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in, 265–285
instruments, 272–273, 280–281
management, 277–280
relevance of, 276–277
strategic communication, 273–274, 281–282
structure, understanding, 270–272
Social acceptance in companies, relevance of, 110–111
Social judgement, 126
Socio-political institutions, 129
Stakeholder management, 249–252
Status, 124
leadership, 121–139
Steering information versus accountable information, 172
Strategic communication, 47, 182–185
dimensions of, 184–185
in small- and medium-sized enterprises, 273–274, 281–282
Strategic leadership communication, 138–139
Strategic liaison, 152–153, 156
Strategic partner, 151–152, 156
Subjective-individual dimension, of change communication, 228, 234–235
Subjective-social dimension, of change communication, 227–228, 233–234
Sustainable supply chain
value chain enhancement through, 193–195
Trust relationships
value chain enhancement through, 193–195
Value-based management, 168
Goals
administrative
, 172–173
organizational
, 172–173
political
, 172–173
Graduate Management Admission Test (GMAT)
, 78, 80
IDEA model
, 252, 254–259
Implementer
, 154, 156
Informal mentoring
, 212–214
Institute for Public Relations (IPR)
, 4
Internal accountability
, 168–169
Internal communicators
, 7
Internal consulting services
, 99–117
empirical deficit
, 100
legitimisation through
, 104–105
International Business Communication (IBC)
Master’s programme in
, 73–76
Ketchum Leadership Communication Monitor, 131
Key Performance Indicators (KPIs), 164, 166, 168, 169
criteria for, 174–175
disadvantages of, 177–178
Leadership status of organisations, communicating, 121–139
attributes of, 134
country perceptions, 134–137
Legitimation, legitimacy, 123–128
in companies, relevance of, 110–111
as function of public relations, 103–104
Legitimisation
through external communication services, 104–105
through internal consulting services, 104–105
Management, in communication programmes, 47–48
Management information cycle, challenges to, 171–174
Management-orientated communicator, 4, 7
Managerial accountability, need for, 166–167
Managerial attitude, six-point model for, 59–60
Market opportunities, redefining, 190–193
Master’s programme, in Corporate Communication, 77–80
eligibility for, 77–78
learning outcomes, 79–80
structure of, 78–79
Master’s programme, in International Business Communication, 73–76
MBA programmes, communication courses in, 85–95
current curricula shape, reasons for, 93–94
Mentee, 206
Mentoring, 205–221
challenges to defining, 208–209
cultural influences on, 209–210
formal, 212–214
informal, 212–214
origins of research, 207–208
and public relations, 210–212
Mentors
benefits to, 215–218
multiple, 214–215
Milan Protocol, 197
Motivation, altruistic, 27
Multiple mentors, 214–215
Negotiators, 7
Neo-institutionalism, 123
Networking, 206
New Public Management (NPM), 166–167
consequences of, 167–168
New structure, search for, 175–177
Objective-individual dimension, of change communication, 228, 232–233
Objective-social dimension, of change communication, 227–228, 229–231
Old-boy network, 220
Organisational decision-making, 144–145
Organisational listening, 102
Organizational goals, 172–173
Organizational leadership, 121–139
attributes of, 134
country perceptions, 134–137
Political goals, 172–173
Positioning strategy, 128–130
Positioning theory, 128, 130
Practitioner roles and decision-making processes, 147–148
Press agents, 7
Products, redefining, 190–193
Protégé
, 206–209, 211–214
benefits to, 215–218
PR practice, 24
PR professionals
classical, 4, 7
modern, 4, 7
typology of, 7
Public relations (PR)
attempt to context management, 111–113
attitudes towards, 27, 32–33
as difference management, 107–108
legitimation as function of, 103–104
mentoring and, 210–212
Reflecting-in-action, 229
Reflecting-on-action, 229
Reflexive-dialectical dimension, of change communication, 228–229, 235–240
Regular services versus custom services, 174
Reputation, 123–128
Self-management
corporate, 106–107
distinguished from context management, 113–116
Silo thinking, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in, 265–285
instruments, 272–273, 280–281
management, 277–280
relevance of, 276–277
strategic communication, 273–274, 281–282
structure, understanding, 270–272
Social acceptance in companies, relevance of, 110–111
Social judgement, 126
Socio-political institutions, 129
Stakeholder management, 249–252
Status, 124
leadership, 121–139
Steering information versus accountable information, 172
Strategic communication, 47, 182–185
dimensions of, 184–185
in small- and medium-sized enterprises, 273–274, 281–282
Strategic leadership communication, 138–139
Strategic liaison, 152–153, 156
Strategic partner, 151–152, 156
Subjective-individual dimension, of change communication, 228, 234–235
Subjective-social dimension, of change communication, 227–228, 233–234
Sustainable supply chain
value chain enhancement through, 193–195
Trust relationships
value chain enhancement through, 193–195
Value-based management, 168
Ketchum Leadership Communication Monitor
, 131
Key Performance Indicators (KPIs)
, 164, 166, 168, 169
criteria for
, 174–175
disadvantages of
, 177–178
Leadership status of organisations, communicating
, 121–139
attributes of
, 134
country perceptions
, 134–137
Legitimation, legitimacy
, 123–128
in companies, relevance of
, 110–111
as function of public relations
, 103–104
Legitimisation
through external communication services
, 104–105
through internal consulting services
, 104–105
Management, in communication programmes, 47–48
Management information cycle, challenges to, 171–174
Management-orientated communicator, 4, 7
Managerial accountability, need for, 166–167
Managerial attitude, six-point model for, 59–60
Market opportunities, redefining, 190–193
Master’s programme, in Corporate Communication, 77–80
eligibility for, 77–78
learning outcomes, 79–80
structure of, 78–79
Master’s programme, in International Business Communication, 73–76
MBA programmes, communication courses in, 85–95
current curricula shape, reasons for, 93–94
Mentee, 206
Mentoring, 205–221
challenges to defining, 208–209
cultural influences on, 209–210
formal, 212–214
informal, 212–214
origins of research, 207–208
and public relations, 210–212
Mentors
benefits to, 215–218
multiple, 214–215
Milan Protocol, 197
Motivation, altruistic, 27
Multiple mentors, 214–215
Negotiators, 7
Neo-institutionalism, 123
Networking, 206
New Public Management (NPM), 166–167
consequences of, 167–168
New structure, search for, 175–177
Objective-individual dimension, of change communication, 228, 232–233
Objective-social dimension, of change communication, 227–228, 229–231
Old-boy network, 220
Organisational decision-making, 144–145
Organisational listening, 102
Organizational goals, 172–173
Organizational leadership, 121–139
attributes of, 134
country perceptions, 134–137
Political goals, 172–173
Positioning strategy, 128–130
Positioning theory, 128, 130
Practitioner roles and decision-making processes, 147–148
Press agents, 7
Products, redefining, 190–193
Protégé
, 206–209, 211–214
benefits to, 215–218
PR practice, 24
PR professionals
classical, 4, 7
modern, 4, 7
typology of, 7
Public relations (PR)
attempt to context management, 111–113
attitudes towards, 27, 32–33
as difference management, 107–108
legitimation as function of, 103–104
mentoring and, 210–212
Reflecting-in-action, 229
Reflecting-on-action, 229
Reflexive-dialectical dimension, of change communication, 228–229, 235–240
Regular services versus custom services, 174
Reputation, 123–128
Self-management
corporate, 106–107
distinguished from context management, 113–116
Silo thinking, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in, 265–285
instruments, 272–273, 280–281
management, 277–280
relevance of, 276–277
strategic communication, 273–274, 281–282
structure, understanding, 270–272
Social acceptance in companies, relevance of, 110–111
Social judgement, 126
Socio-political institutions, 129
Stakeholder management, 249–252
Status, 124
leadership, 121–139
Steering information versus accountable information, 172
Strategic communication, 47, 182–185
dimensions of, 184–185
in small- and medium-sized enterprises, 273–274, 281–282
Strategic leadership communication, 138–139
Strategic liaison, 152–153, 156
Strategic partner, 151–152, 156
Subjective-individual dimension, of change communication, 228, 234–235
Subjective-social dimension, of change communication, 227–228, 233–234
Sustainable supply chain
value chain enhancement through, 193–195
Trust relationships
value chain enhancement through, 193–195
Value-based management, 168
Management, in communication programmes
, 47–48
Management information cycle, challenges to
, 171–174
Management-orientated communicator
, 4, 7
Managerial accountability, need for
, 166–167
Managerial attitude, six-point model for
, 59–60
Market opportunities, redefining
, 190–193
Master’s programme, in Corporate Communication
, 77–80
eligibility for
, 77–78
learning outcomes
, 79–80
structure of
, 78–79
Master’s programme, in International Business Communication
, 73–76
MBA programmes, communication courses in
, 85–95
current curricula shape, reasons for
, 93–94
Mentee
, 206
Mentoring
, 205–221
challenges to defining
, 208–209
cultural influences on
, 209–210
formal
, 212–214
informal
, 212–214
origins of research
, 207–208
and public relations
, 210–212
Mentors
benefits to
, 215–218
multiple
, 214–215
Milan Protocol
, 197
Motivation, altruistic
, 27
Multiple mentors
, 214–215
Negotiators
, 7
Neo-institutionalism
, 123
Networking
, 206
New Public Management (NPM)
, 166–167
consequences of
, 167–168
New structure, search for
, 175–177
Objective-individual dimension, of change communication, 228, 232–233
Objective-social dimension, of change communication, 227–228, 229–231
Old-boy network, 220
Organisational decision-making, 144–145
Organisational listening, 102
Organizational goals, 172–173
Organizational leadership, 121–139
attributes of, 134
country perceptions, 134–137
Political goals, 172–173
Positioning strategy, 128–130
Positioning theory, 128, 130
Practitioner roles and decision-making processes, 147–148
Press agents, 7
Products, redefining, 190–193
Protégé
, 206–209, 211–214
benefits to, 215–218
PR practice, 24
PR professionals
classical, 4, 7
modern, 4, 7
typology of, 7
Public relations (PR)
attempt to context management, 111–113
attitudes towards, 27, 32–33
as difference management, 107–108
legitimation as function of, 103–104
mentoring and, 210–212
Reflecting-in-action, 229
Reflecting-on-action, 229
Reflexive-dialectical dimension, of change communication, 228–229, 235–240
Regular services versus custom services, 174
Reputation, 123–128
Self-management
corporate, 106–107
distinguished from context management, 113–116
Silo thinking, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in, 265–285
instruments, 272–273, 280–281
management, 277–280
relevance of, 276–277
strategic communication, 273–274, 281–282
structure, understanding, 270–272
Social acceptance in companies, relevance of, 110–111
Social judgement, 126
Socio-political institutions, 129
Stakeholder management, 249–252
Status, 124
leadership, 121–139
Steering information versus accountable information, 172
Strategic communication, 47, 182–185
dimensions of, 184–185
in small- and medium-sized enterprises, 273–274, 281–282
Strategic leadership communication, 138–139
Strategic liaison, 152–153, 156
Strategic partner, 151–152, 156
Subjective-individual dimension, of change communication, 228, 234–235
Subjective-social dimension, of change communication, 227–228, 233–234
Sustainable supply chain
value chain enhancement through, 193–195
Trust relationships
value chain enhancement through, 193–195
Value-based management, 168
Objective-individual dimension, of change communication
, 228, 232–233
Objective-social dimension, of change communication
, 227–228, 229–231
Old-boy network
, 220
Organisational decision-making
, 144–145
Organisational listening
, 102
Organizational goals
, 172–173
Organizational leadership
, 121–139
attributes of
, 134
country perceptions
, 134–137
Political goals
, 172–173
Positioning strategy
, 128–130
Positioning theory
, 128, 130
Practitioner roles and decision-making processes
, 147–148
Press agents
, 7
Products, redefining
, 190–193
Protégé
, 206–209, 211–214
benefits to
, 215–218
PR practice
, 24
PR professionals
classical
, 4, 7
modern
, 4, 7
typology of
, 7
Public relations (PR)
attempt to context management
, 111–113
attitudes towards
, 27, 32–33
as difference management
, 107–108
legitimation as function of
, 103–104
mentoring and
, 210–212
Reflecting-in-action, 229
Reflecting-on-action, 229
Reflexive-dialectical dimension, of change communication, 228–229, 235–240
Regular services versus custom services, 174
Reputation, 123–128
Self-management
corporate, 106–107
distinguished from context management, 113–116
Silo thinking, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in, 265–285
instruments, 272–273, 280–281
management, 277–280
relevance of, 276–277
strategic communication, 273–274, 281–282
structure, understanding, 270–272
Social acceptance in companies, relevance of, 110–111
Social judgement, 126
Socio-political institutions, 129
Stakeholder management, 249–252
Status, 124
leadership, 121–139
Steering information versus accountable information, 172
Strategic communication, 47, 182–185
dimensions of, 184–185
in small- and medium-sized enterprises, 273–274, 281–282
Strategic leadership communication, 138–139
Strategic liaison, 152–153, 156
Strategic partner, 151–152, 156
Subjective-individual dimension, of change communication, 228, 234–235
Subjective-social dimension, of change communication, 227–228, 233–234
Sustainable supply chain
value chain enhancement through, 193–195
Trust relationships
value chain enhancement through, 193–195
Value-based management, 168
Reflecting-in-action
, 229
Reflecting-on-action
, 229
Reflexive-dialectical dimension, of change communication
, 228–229, 235–240
Regular services versus custom services
, 174
Reputation
, 123–128
Self-management
corporate
, 106–107
distinguished from context management
, 113–116
Silo thinking
, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in
, 265–285
instruments
, 272–273, 280–281
management
, 277–280
relevance of
, 276–277
strategic communication
, 273–274, 281–282
structure, understanding
, 270–272
Social acceptance in companies, relevance of
, 110–111
Social judgement
, 126
Socio-political institutions
, 129
Stakeholder management
, 249–252
Status
, 124
leadership
, 121–139
Steering information versus accountable information
, 172
Strategic communication
, 47, 182–185
dimensions of
, 184–185
in small- and medium-sized enterprises
, 273–274, 281–282
Strategic leadership communication
, 138–139
Strategic liaison
, 152–153, 156
Strategic partner
, 151–152, 156
Subjective-individual dimension, of change communication
, 228, 234–235
Subjective-social dimension, of change communication
, 227–228, 233–234
Sustainable supply chain
value chain enhancement through
, 193–195
Trust relationships
value chain enhancement through, 193–195
Value-based management, 168
Trust relationships
value chain enhancement through
, 193–195
Value-based management
, 168
- The Management Game of Communication
- Advances in Public Relations and Communication Management
- The Management Game of Communication
- Copyright Page
- List of Contributors
- Series Preface
- Introduction
- Part I: Linking Communication and Business
- Business Knowledge as a Limited Success Factor for Communication Managers: Results of a Survey in the German-Speaking Context
- Public Relations: Economics vs. Communication Science – Effects of Education on the Practice in Austrian Non-Profit Organisations
- Communication and Management: An Obvious Relationship? The BA Curricula in Communication Management in Flanders
- Silo Thinking is Out, Fortress Invaded: Running a Communication Programme at a Business School
- Communication Courses in MBA Programmes: An Analysis of Curricula of Business Schools in the United States and Europe
- Part II: Communication, Leadership and Organisational Goals
- Bulwark of the Company or Advocate of Stakeholders? Public Relations Strategies between Influencing and Consulting
- Communicating the Leadership Status of Organisations: A Cross-National Study in 10 European Countries
- Communication Professionals and Organisational Decision-Making: A Finnish Study of Practitioner Roles
- Putting Communication and Soft Tools into Managerial Scoring Scope: Hurdles and Opportunities for Combining Communication and Managerial Insights (KPIs)
- Creating Shared Value through Communication: A Case Study Analysis of Barilla
- Part III: New and Emergent Thinking around the Practice
- Exploring the Magic of Mentoring: Career Planning for the Public Relations Profession
- Change Communication: Emerging Perspectives for Organisations and Practitioners
- Dialogue for Strategic Decision-Making Processes: An IDEA Model
- Corporate Communication in SMEs: Unveiling an Ignored Field of Practice
- About the Contributors
- Index