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This qualitative study assesses the enablers of the work of a novel, self-managing digital pedagogy peer support team in a Finnish higher education institution.

This study employs a qualitative methodology with in-depth interviews of five digital pedagogy facilitators. The data collected are analyzed with the ATLAS.ti software. The analytical approach follows a deductive method, applying the categories derived from Magpili and Pazos (2018) who investigated the input variables of self-managing teams through their extensive literature review.

The primary findings underscore the suitability of Magpili and Pazos' variables for evaluating the performance enablers of self-managing teams. Furthermore, the findings emphasize the significance of leadership and effective communication as essential prerequisites for achieving elevated performance levels.

This study focuses on the enablers of team performance from the perspective of the team members. To enhance comprehensiveness, subsequent phases should incorporate viewpoints from clients, namely peer instructors, and focus on the mediator and outcome aspects of the team effectiveness framework.

This study offers actionable recommendations for higher education institutions aiming to adopt a peer mentor model akin to the one delineated in the study.

This study analyzes a collaborative approach to advancing digital pedagogy within higher education institutions and discusses the enablers for successful performance within self-managing teams.

The purpose of this paper is to examine the prerequisites of value co-production by a communication consultant and workshop participants during a communication improvement programme carried out in a medium-sized family firm.

The paper draws from a socio-constructivist view of learning that emphasises participatory processes. It utilises the value co-production concept, referring to collaborative, dialogic activities between the consultant and the client. The theoretical framework includes the transcoder, re-interpreter, and free creator roles of a consultant as realised in a consultancy process characterised by dialogic interaction and equity. The approach is qualitative, and the data come from the expectations of the management team, a video recording of a communication improvement workshop, insights produced in the workshop, and a research journal.

The roles of a consultant were found to be those of organiser, transcoder, re-interpreter, and co-creator. Additionally, a dialogue facilitator role was highlighted as a central prerequisite of value co-production. The importance of a positive spirit in consultancy sessions was questioned because problems can thereby be hidden behind positivity. The value of confusing or even destructive episodes was emphasised as a source of new perspectives.

There are limitations related to the quality of the video recordings, and that the company employees did not yet evaluate the value gained in the long run.

This paper shows that a communication consultant gains insights from company representatives’ insider views in conflict-management situations, and that these conflicts can be useful for organisational learning.

This study contributes to research into strategic communication because it provides new knowledge about the consultant-client interface, particularly in value co-production, in the few studies conducted in the context of SMEs. The study utilises the novel research methodology of video analysis.

This paper aims to focus on how corporate and regional identity and image build a framework for stakeholder dialogue in higher education institutions.

The paper draws on literature related to corporate identity and image. The approach is qualitative and the data consist of strategic documents and 23 focused interviews conducted with university and stakeholder representatives in three Finnish cities.

The paper outlines how corporate and regional identities are perceived by university managers and universities' local stakeholders. It claims that the identity and image of the university and the region concerned are among the central determinants of stakeholder interaction.

The paper shows that identity and image are central phenomena to manage communication in higher education institutions. It emphasises that when merging institutions, valuable assets such as the history with local stakeholders may be at risk.

There is information on how university identity and image are formed through research merits and education, but very little knowledge on how they are formed through the so‐called third strand, regional service. The paper sheds light on this question.

This chapter examines different dimensions of leadership communication that promote creativity and innovativeness. It explores how leaders engage and inspire their subordinates on the one hand and how they motivate, challenge and encourage them on the other. The aim is to provide a multifaceted description of how leaders use communication to promote innovativeness in organisations. The chapter draws on the ‘wheel of leadership communication on innovations’ by Zerfass and Huck (2007). The wheel examines communication based on cognitive, affective, conative and social dimensions. The other key concepts of the study are transformational and communicative leadership. The approach is qualitative, and the data derive from interviews with leaders of small and medium-sized enterprises (SMEs). The findings suggest that to promote organisational innovativeness all four dimensions – cognitive, affective, conative and social – must be taken into account. Multidimensional skills are required of leaders who are expected to master different communicational roles and to act as enablers, engagers, motivators and supporters at the same time. This calls for emotional and social sensibility, flexibility and adaptability to different people and situations. Leadership communication is crucial for innovation management because creative thinking and commitment enable innovation. Therefore, in the business context, attention must be paid to how people are inspired, supported and motivated, as well as to open communication. The main limitations of the study are that it focuses only on SMEs and that it does not include the voices of personnel, which would have added value to the managerial perspectives.

The purpose of this chapter is to explore the challenges of health emergency communication as presented in the COVID-19-related research articles in the fields of organisational communication, strategic communication and public relations published between 2020 and mid-2022. A qualitative literature review consisting of two rounds of data selection and ATLAS.ti-assisted content analysis was conducted. The data include 67 articles published in quality journals of communication studies, with a focus on the abstract, results and discussion sections. The findings emphasise the need for emotional support, empathy and both vertical and horizontal informal communication in uncertainty reduction during a major health emergency. The limitations of the study include that the data are limited to the first published journal articles concerning the consequences of COVID-19 and that it comprises publications in communication studies but not related fields, such as health, psychology or management. However, it provides an overview of the research findings and offers guidelines for managers and communication professionals for the development of communication practices under the threat of a major health crisis. Moreover, it proves the importance of healthy and trustful workplace relationships as a prerequisite for coping with uncertainty. All in all, the study provides a good basis for further studies of organisational communication and health emergencies.

This concluding chapter provides key takeaways from the insights and recommendations that emerged from the EUPRERA2022 volume with a focus on crises and issues. Reflections are made with an emphasis on the understanding of sticky crisis, the embodiment of challenging, complex and recurring critical risks that threaten organisational well-being and stakeholder safety across sectors and cultures. A call for more interdisciplinary and international collaborations between academia and industry is made. Future directions of crisis, risk and disaster communication research that matter to practice are discussed.