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Personal influence is one of the most powerful strategies to influence publics’ behaviours. Yet, there is scant attention on how personal influence is leveraged for different public relations purposes in different cultural contexts. This study empirically investigates the presence and use of personal influence among Italian public relations professionals.

A survey was conducted through a self-administrated, web-based questionnaire and was developed from earlier studies investigating personal influence in public relations literature. Survey participants included public relations professionals across public, non-profit and private sectors.

The findings empirically show the presence and regular use of personal influence by professionals from all sectors to cultivate interpersonal relationships. Personal influence is considered a personal resource and used to leverage own influencing power. The findings also document four major manifestations of personal influence, which were named: relational closeness strategy, engagement strategy, expertise strategy and added value strategy.

This study enhances our understanding of personal influence in a specific cultural context and offers strategic insights for international professionals seeking to leverage influence in the socio-political environment of Italy. It also offers elements to improve public relations education and training.

The study offers some preliminary understandings of how Italian professionals leverage their personal influence in their daily public relations activities contributing with empirical evidence to the body of knowledge in public relations.

This article addresses the role of communication processes in the formulation and implementation of strategic planning. It seeks to delineate a structured approach to define the contents of strategic conversations among internal stakeholders, to achieve actionable outcomes.

This paper employs a theoretical approach, derived from Talcott Parsons’ AGIL framework, to conceptualize the contents of strategic conversations in a systematic way. Several examples are proposed to illustrate this framework.

Conversations among internal stakeholders in organizations, to be deemed strategic, should be orientated towards the formulation and implementation of priorities, procedures, prospective sensemaking and value patterns, as well as the media of interaction connecting them.

This paper offers original insights for practitioners and scholars aiming to comprehend strategic value in communication processes, thanks to Parson’s theoretical views, which have been seldom used in the strategic management literature. Our framework has the originality to offer a more comprehensive and systematic view of the topics making conversations strategic in organizations.