This is an excerpt from one of my latest contributions on corporate communication.
How to Cite: Camilleri, M.A. & Isaias, P. (2020). The corporate communications executives’ interactive engagement through digital media. In Camilleri, M.A. (Ed.) Strategic Corporate Communication in the Digital Age, Emerald, Bingley, UK .
Several businesses are increasingly promoting their products and services through different channels. Their marketing managers and executives are utilizing different digital media (including social networks, blogs, wikis, electronic fora, webinars, podcasts, videos, et cetera) to reach wider audiences (Camilleri, 2019a). Very often, they are publishing relevant, high quality content online, at the right place and at the right times. Such content may be targeted at particular segments, niches or individual prospects. At times, they are also benefiting of digital content that is co-created by other online users (Harrigan & Miles, 2014), as the Internet’s lack of gatekeeping has led to an increased engagement from many users (Camilleri, 2018a). The interactive media have enabled the emergence of a new participatory public sphere where everybody can dialogically interact and collaborate in the co-creation of content (Lamberton & Stephen, 2016; Kaplan & Haenlein, 2010).
The communications through digital media can be dynamic and in real time. Therefore, online users can increase direct interactions with organizations and other audiences (Camilleri, 2018b; Schultz, Utz & Göritz, 2011). Such interactive communications are often referred to as “viral” because ideas and opinions can spread through the web via word‐of‐mouth (Hajarian, Camilleri, Diaz & Aedo, 2020). There are several online channels that incorporate highly scalable, product recommender systems that feature independent reviews and rankings. These channels are often perceived as highly trustworthy sources by prospective customers (Filieri, 2016). The emergence of user-generated content in newsgroups, social media and crowdsourcing have led to positive or negative word of mouth publicity on brands, products and services (Rios Marques, Casais & Camilleri, 2020).
Such communicative features have become widely pervasive online (Tiago & Veríssimo 2014; Kaplan & Haenlein, 2010). For this reason, businesses need to acquaint themselves with the use of digital media in order to increase the impact of their communications. There is an opportunity for them to use interactive technologies to increase the frequency and reach of their messages (Camilleri, 2019a; Kaplan & Haenlein, 2010). Hence, their marketing executives ought to embrace the digital media to amplify the impact of their message. However, they need to create the right message to reach out to their chosen prospects. Notwithstanding, the businesses’ online engagement is neither automatic nor easy (Tiago & Veríssimo, 2014; Besiou, Hunter & Van Wassenhove, 2013). The dialogic features that are enabled by web pages, blogs, and other social media may prove difficult to apply (Camilleri, 2020a; Capriotti, Zeler & Camilleri, 2020).
To date, little empirical research has measured the corporate communications executives’ acceptance to use the digital media to promote products and/or to engage with online users. Previous studies reported that there are still many businesses that are not benefiting enough of social media, as they did not untap its full potential (Taiminen & Karjaluoto, 2015). Perhaps, they did not consider them as effective communications channels to promote products and services (Rather & Camilleri, 2019; Sin Tan, Choy Chong, Lin & Uchenna, 2010), or they depended on traditional advertising and promotions. Alternatively, businesses may lack the digital competences and skills to engage with online prospects; or may not possess sufficient resources to engage with them through the digital media (Camilleri, 2019b; Brouthers, Nakos & Dimitratos, 2015).
This contribution addresses a knowledge gap in academic literature as it examines the corporate communications executives’ technology acceptance and their behavioral intentions to engage in interactive technologies. It adapted valid and reliable measures that explored the respondents’ pace of technological innovation, social influences, as well as their perceptions on the usefulness and the ease of use of digital media. Moreover, this study examined the participants’ intentions to engage with interactive technologies. It investigated whether the chosen constructs of our research model, were affected by the demographic variables, including age, gender and experiences. It shed light on the causal path that explains the rationale behind the utilization of digital media for interactive engagement with online users.
The study adapted the constructs from the technology acceptance model and from the theory of planned behavior. In sum, it hypothesizes that the individuals’ pace of technological innovation, perceived usefulness, ease of use and social influences are the antecedents of their behavioral intention to use the digital media for interactive engagement with online users. Moreover, it presumes that the demographic variables, including age, gender and experience mediate these relationships, as illustrated in Figure 1.
Brouthers, K. D., Nakos, G. & Dimitratos, P. (2015). SME entrepreneurial orientation, international performance, and the moderating role of strategic alliances. Entrepreneurship Theory and Practice, 39(5), 1161-1187.
Camilleri, M. A. (2018a). The SMEs’ technology acceptance of digital media for stakeholder engagement. Journal of Small Business and Enterprise Development, 26(4), 504-521.
Camilleri, M. A. (2018b). The promotion of responsible tourism management through digital media. Tourism Planning & Development, 15(6), 653-671.
Camilleri, M. A. (2019a). Measuring the hoteliers’ interactive engagement through social media. In 14th European Conference on Innovation and Entrepreneurship (ECIE2019), University of Peloponnese, Kalamata, Greece.
Camilleri, M. A. (2019b). The online users’ perceptions toward electronic government services. Journal of Information, Communication and Ethics in Society, 18(2), 221-235.
Camilleri, M.A. (2020a). Strategic dialogic communication through digital media during COVID-19. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.
Capriotti, P., Zeler, I. & Camilleri, M.A. (2020). Corporate communication through social networks: The identification of key dimensions for dialogic communication. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.
Filieri, R. (2016). What makes an online consumer review trustworthy?. Annals of Tourism Research, 58, 46-64.
Hajarian, M., Camilleri, M.A.. Diaz, P & Aedo, I. (2020). A taxonomy of online marketing methods for corporate communication. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.
Harrigan, P. & Miles, M. (2014). From e-CRM to s-CRM. Critical factors underpinning the social CRM activities of SMEs. Small Enterprise Research, 21(1), 99-116.
Kaplan, A. M. & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of Social Media. Business Horizons, 53(1), 59-68.
Lamberton, C. & Stephen, A. T. (2016). A thematic exploration of digital, social media, and mobile marketing: Research evolution from 2000 to 2015 and an agenda for future inquiry. Journal of Marketing, 80(6), 146-172.
Rather, R. A., & Camilleri, M. A. (2019). The effects of service quality and consumer-brand value congruity on hospitality brand loyalty. Anatolia, 30(4), 547-559.
Rios Marques, I., Casais, B. & Camilleri, M.A. (2020). The effect of macro celebrity and micro influencer endorsements on consumer-brand engagement on Instagram. In Camilleri, M.A. (Ed.), Strategic Corporate Communication in the Digital Age, Emerald, UK.
Schultz, F., Utz, S. & Göritz, A. (2011). Is the medium the message? Perceptions of and reactions to crisis communication via twitter, blogs and traditional media. Public Relations Review, 37(1), 20-27
Sin Tan, K., Choy Chong, S., Lin, B. & Cyril Eze, U. (2010). Internet-based ICT adoption among SMEs: Demographic versus benefits, barriers, and adoption intention. Journal of Enterprise Information Management, 23(1), 27-55.
Taiminen, H. M. & Karjaluoto, H. (2015). The usage of digital marketing channels in SMEs. Journal of Small Business and Enterprise Development, 22(4), 633-651.
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