Tag Archives: public relations

Announcing a Call for Chapters (for Springer)

Call for Chapters

Strategic Corporate Communication and Stakeholder Engagement in the Digital Age

 

Abstract submission deadline: 30th June 2019 (EXTENDED to the 30th September 2019)
Full chapters due: 31st December 2019

 

Background

The latest advances in technologies and networks have been central to the expansion of electronic content across different contexts. Contemporary communication approaches are crossing boundaries as new media are offering both challenges and opportunities. The democratisation of the production and dissemination of information via the online technologies has inevitably led individuals and organisations to share content (including images, photos, news items, videos and podcasts) via the digital and social media. Interactive technologies are allowing individuals and organisations to co-create and manipulate electronic content. At the same time, they enable them to engage in free-flowing conversations with other online users, groups or virtual communities (Camilleri, 2017). Innovative technologies have empowered the organisations’ stakeholders, including; employees, investors, customers, local communities, government agencies, non-governmental organisations (NGOs), as well as the news media, among others. Both internal and external stakeholders are in a better position to scrutinise the organisations’ decisions and actions. For this reason, there is scope for the practitioners to align their corporate communication goals and activities with the societal expectations (Camilleri, 2015; Gardberg & Fombrun, 2006). Therefore, organisations are encouraged to listen to their stakeholders. Several public interest organisations, including listed businesses, banks and insurance companies are already sharing information about their financial and non-financial performance in an accountable and transparent manner. The rationale behind their corporate disclosures is to develop and maintain strong and favourable reputations among stakeholders (Camilleri, 2018; Cornelissen, 2008). The corporate reputation is “a perceptual representation of a company’s past actions and future prospects that describe the firm’s overall appeal to all of its key constituents when compared to other leading rivals” (Fombrun, 1996).

Business and media practitioners ought to be cognisant about the strategic role of corporate communication in leveraging the organisations’ image and reputation among stakeholders (Van Riel & Fombrun, 2007). They are expected to possess corporation communication skills as they need to forge relationships with different stakeholder groups (including employees, customers, suppliers, investors, media, regulatory authorities and the community at large). They have to be proficient in specialist areas, including; issues management, crises communication as well as in corporate social responsibility reporting, among other topics. At the same time, they should be aware about the possible uses of different technologies, including; artificial intelligence, augmented and virtual reality, big data analytics, blockchain and internet of things, among others; as these innovative tools are disrupting today’s corporate communication processes.

 

Objective

This title shall explain how strategic communication and media management can affect various political, economic, societal and technological realities. Theoretical and empirical contributions can shed more light on the existing structures, institutions and cultures that are firmly founded on the communication technologies, infrastructures and practices. The rapid proliferation of the digital media has led both academics and practitioners to increase their interactive engagement with a multitude of stakeholders. Very often, they are influencing regulators, industries, civil society organisations and activist groups, among other interested parties. Therefore, this book’s valued contributions may include, but are not restricted to, the following topics:

 

Artificial Intelligence and Corporate Communication

Augmented and Virtual Reality in Corporate Communication

Blockchain and Corporate Communication

Big Data and Analytics in Corporate Communication

Branding and Corporate Reputation

Corporate Communication via Social Media

Corporate Communication Policy

Corporate Culture

Corporate Identity

Corporate Social Responsibility Communications

Crisis, Risk and Change Management

Digital Media and Corporate Communication

Employee Communications

Fake News and Corporate Communication

Government Relationships

Integrated Communication

Integrated Reporting of Financial and Non-Financial Performance

Internet Technologies and Corporate Communication

Internet of Things and Corporate Communication

Investor Relationships

Issues Management and Public Relations

Leadership and Change Communication

Marketing Communications

Measuring the Effectiveness of Corporate Communications

Metrics for Corporate Communication Practice

Press and Media Relationships

Stakeholder Management and Communication

Strategic Planning and Communication Management

 

This publication shall present the academics’ conceptual discussions that cover the contemporary topic of corporate communication in a concise yet accessible way. Covering both theory and practice, this publication shall introduce its readers to the key issues of strategic corporate communication as well as stakeholder management in the digital age. This will allow prospective practitioners to critically analyse future, real-life situations. All chapters will provide a background to specific topics as the academic contributors should feature their critical perspectives on issues, controversies and problems relating to corporate communication.

This authoritative book will provide relevant knowledge and skills in corporate communication that is unsurpassed in readability, depth and breadth. At the start of each chapter, the authors will prepare a short abstract that summarises the content of their contribution. They are encouraged to include descriptive case studies to illustrate real situations, conceptual, theoretical or empirical contributions that are meant to help aspiring managers and executives in their future employment. In conclusion, each chapter shall also contain a succinct summary that should outline key implications (of the findings) to academia and / or practitioners, in a condensed form. This will enable the readers to retain key information.

 

Target Audience

This textbook introduces aspiring practitioners as well as under-graduate and post-graduate students to the subject of corporate communication – in a structured manner. More importantly, it will also be relevant to those course instructors who are teaching media, marketing communications and business-related subjects in higher education institutions, including; universities and colleges. It is hoped that course conveners will use this edited textbook as a basis for class discussions.

 

Submission Procedure

Senior and junior academic researchers are invited to submit a 300-word abstract on or before the 30th June 2019. Submissions should be sent to Mark.A.Camilleri@um.edu.mt. Authors will be notified about the editorial decision during July 2019. The length of the chapters should be between 6,000- 8,000 words (including references, figures and tables). These contributions will be accepted on or before the 31st December 2019. The references should be presented in APA style (Version 6). All submitted chapters will be critically reviewed on a double-blind review basis. The authors’ and the reviewers’ identities will remain anonymous. All authors will be requested to serve as reviewers for this book. They will receive a notification of acceptance, rejection or suggested modifications – on or before the 15th February 2020.

Note: There are no submission or acceptance fees for the publication of this book. All abstracts / proposals should be submitted via the editor’s email.

 

Editor

Mark Anthony Camilleri (Ph.D. Edinburgh)
Department of Corporate Communication,
Faculty of Media and Knowledge Sciences,
University of Malta, MALTA.
Email: mark.a.camilleri@um.edu.mt

 

Publisher

Following the double-blind peer review process, the full chapters will be submitted to Springer Nature for final review. For additional information regarding the publisher, please visit https://www.springer.com/gp. This prospective publication will be released in 2020.

 

Important Dates

Abstract Submission Deadline:          30th June 2019 30th September 2019
Notification of Acceptance:               31st July 2019 31st October 2019

Full Chapters Due:                             31st December 2019

Notification of Review Results:         15th February 2020
Final Chapter Submission:                 31st March 2020

Final Acceptance Notification:          30th April, 2020

References

Camilleri, M.A. (2015). Valuing Stakeholder Engagement and Sustainability Reporting. Corporate Reputation Review18(3), 210-222. https://link-springer-com.ejournals.um.edu.mt/article/10.1057/crr.2015.9

Camilleri, M.A. (2017). Corporate Sustainability, Social Responsibility and Environmental Management, Cham, Switzerland: Springer Nature. https://www.springer.com/gp/book/9783319468488

Camilleri, M.A. (2018). Theoretical Insights on Integrated Reporting: The Inclusion of Non-Financial Capitals in Corporate Disclosures. Corporate Communications: An International Journal23(4), 567-581. https://www.emeraldinsight.com/doi/full/10.1108/CCIJ-01-2018-0016

Cornelissen, J.P. (2008). Corporate Communication. The International Encyclopedia of Communication. https://onlinelibrary.wiley.com/doi/abs/10.1002/9781405186407.wbiecc143.pub2

Fombrun, C.J. (1995). Reputation: Realizing Value from the Corporate Image. Cambridge, MA, USA: Harvard Business School Press.

Gardberg, N.A., & Fombrun, C. J. (2006). Corporate Citizenship: Creating Intangible Assets across Institutional Environments. Academy of Management Review31(2), 329-346. https://journals.aom.org/doi/abs/10.5465/AMR.2006.20208684

Van Riel, C.B., & Fombrun, C.J. (2007). Essentials of Corporate Communication: Implementing Practices for Effective Reputation Management. Oxford, UK: Routledge. http://repository.umpwr.ac.id:8080/bitstream/handle/123456789/511/Essentials%20of%20Corporate%20Communication.pdf?sequence=1

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Filed under Analytics, Big Data, blockchain, branding, Business, Corporate Governance, Corporate Social Responsibility, Corporate Sustainability and Responsibility, CSR, digital media, ESG Reporting, Higher Education, Human Resources, Impact Investing, Integrated Reporting, internet technologies, internet technologies and society, Marketing, online, Shared Value, Stakeholder Engagement, Sustainability, Web

Valuing Word-of-Mouth Publicity and Online Reviews

A very important function of public relations and publicity is to promote the corporate image and reputation of a business. The “image” is the total sum of impressions on the company. For instance, a casual act by an employee can appraise or damage the corporate image in the eyes of a single customer or caller on the phone. However, the major elements of corporate image include; the core business and financial performance of the company, the reputation and performance of its brands (i.e. brand equity); its reputation for innovation or technological process; policies toward employees; external relations with customers, shareholders, and the community, and; the perceived trends in the markets in which the business operates.

Public relations and publicity support other marketing tools, and could be seen as the backbone of the promotional mix. The success achieved by the other elements of the mix could easily be damaged or reduced by bad public relations or negative publicity, something which is undesirable to the businesses. Very often, the businesses cannot control the favourable or unfavourable messages about products or services that appear in online reviews. If for some reason, the business receives bad publicity, its role in this area moves to that of damage limitation. For example, many airlines and large hotel chains may have a section within their PR department to engage with online communities. This section will usually handle publicity issues, including negative reviews.

Recently, we are increasingly witnessing an surge in businesses’ engagement with online communities, including consumers. User-generated ratings and reviews provide relevant information on the business products and their levels of customer service. For instance, many prospective customers read reviews before choosing which places to visit, to stay or to eat. Very often the online ratings and reviews will have an effect on their consumer behaviours. It is likely that prospective customers will be mainly influenced by negative reviews, rather than by positive ones. Many studies indicate that individuals will read consumer reviews before shopping.

Presently, there are millions of online reviews that are related to travel and tourism. Digital platforms which provide travel-related content (are generated directly by users) concerning destinations, attractions and businesses. For instance, TripAdvisor provides travel related reviews and opinions on accommodation establishments, restaurants and attractions. In addition, many websites, which are traditionally known as booking engines, including; Booking.com, Airbnb.com, et cetera also provide reviews that are integrated in their presentation of properties, restaurants and other amenities. A distinction should be made between reviews and rating: Reviews will generally include qualitative comments and descriptions, whilst ratings usually feature quantitative rankings corresponding to degrees of user satisfaction. The ratings may be part of a review.

Sometimes internet users may noticce that there may be controversial reviews online.  Occasionally, the tourism service providers claim that they were subject to unfounded negative ratings. Moreover, many businesses may be blackmailed by consumers, as they threaten to write negative reviews unless their demands are not met. In a similar vein, consumers have also reported cases of unfounded positive ratings of services or unverified negative criticism. Online users are increasingly paying more attention to these contentious issues.

Recently, The World Committee on Tourism Ethics has elaborated its recommendations for the responsible use of ratings and reviews on digital platforms. Their recommendations are addressed to three main groups of stakeholders, namely: online platforms (operators like TripAdvisor or Yelp) service providers (businesses that are listed on these platforms); and users (consumers).

Digital platforms that incorporate reviews and ratings for their products and services need to ensure the accuracy, reliability and credibility of their content. Online platforms should undertake all reasonable measures to ensure that individual reviews reflect the real users’ opinions, findings and experiences. The provision of publicly available information though digital media involves a certain degree of trust, therefore the veracity of the reviews is essential for the integrity, reputation and good functioning of such platforms. Whilst it is not always easy to verify the authenticity of user generated content, the digital platform should have quality control mechanisms and processes to ensure that their reviews are clear, accurate and truthful, for the benefit of prospective consumers.

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Filed under digital media, Marketing, tourism, Travel

Corporate Communication, Stakeholder Engagement and Corporate Social Responsibility

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Companies are increasingly dedicating their time and resources to promote their public relations initiatives. Corporate Communication Managers and executives have a wide array of media channels at their disposal. These may  be used to communicate their corporate social responsibility CSR credentials. As a matter of fact, businesses are continuously being scrutinised by media, customers, monitoring groups, consumer forums and blogs (Du et al., 2010).

Very often, businesses disclose their CSR activities through official documents, such as annual corporate responsibility or sustainability reports, media releases, dedicated sections of their corporate websites; as well as in social media pages or groups. CSR communication is produced, translated, and integrated according to the companies’ contexts and their specific reality constructions (Schultz and Wehmeier, 2010).

Companies could use broadcast advertising, including TV and radio commercials. Businesses could also utilise print media (e.g. newspapers, magazines) to disseminate their message to their target audience. Newspaper articles reflect corporate ideas of social responsibilities and assumptions about public expectations, and react herewith to what they perceive as the public’s expectations (Schultz and Wehmeier, 2010). Alternatively, they may use outdoor advertisements such as billboards and signage on brick-and-mortar premises. These traditional media are based on a hierarchical one‐to‐many communication; with a clear distinction between producer and consumer of information. Notwithstanding, there are other communication channels that are not entirely controlled by the company. For this reason, businesses are encouraged to become more proficient in the use of digital media in addition to traditional media to increase their impact of their corporate communication.

Evidently, the internet has reshaped communication at different levels. It has enabled the emergence of a new participatory public sphere that is based on a many‐to‐many communication where everybody can dialogically and publicly interact and collaborate in the creation of content and the definition of the agenda (Colleoni, 2013; Jenkins, 2006). In a relatively short period of time, the internet has become an essential tool for organisational communication (Capriotti & Moreno, 2007a; Stuart & Jones, 2004).

Moreover, in today’s digital era, the engagement between the public and the organisation is one of the main characteristics of the internet (Colleoni, 2013). Many corporate websites already possess a high degree of interactivity; including their ability to disseminate information and to generate relationships between the different publics and the organisation (Capriotti & Moreno, 2007). In the first approach, the level of interactivity is low, and the use of the Internet is unidirectional; as its essential objective is to diffuse information and to try to improve the corporate image of the business. However, in the second approach, the degree of interactivity is high, and the Internet is used to facilitate bidirectional communication and to nurture relationships by allowing dialogue and interaction between the organisation and its stakeholders.

Interactive communication is becoming one of the most important information channels for corporations as it is changing social dynamics (Fieseler & Fleck, 2013; O`Reilly, 2005; 2006). Web-based co‐operation and data exchanges have empowered the communication between businesses and their stakeholders (Buhalis & Law, 2008; O´Riley, 2006, Fieseler et al., 2010). It enables them to engage with online users and to take advantage of positive publicity arising from word-of-mouth marketing and digital platforms. Corporations can maintain legitimacy better as they engage with stakeholders via social media; and take on the gate keeping function of traditional media (Fieseler et al. 2010). At the same time, there are protest actors; who have become more powerful online as they disrupt the corporations’ legitimacy by using social media (Castelló, Morsing & Schultz, 2013; Bennett 2003).

Societies are currently undergoing a fundamental transformation toward globally networked societies (Castelló, Morsing, & Schultz, 2013). Unsurprisingly, the public relations and corporate communications of business have benefited of social networking software (Etter, Morsing, and Castello, 2011; Pressley (2006). Of course, these technological advances also have consequences for CSR communication; as companies can reach out to stakeholders in a more interactive way. In a similar vein, the use of social networks have offered the businesses new forms of interactivity and enable them to address the CSR information toward a variety of stakeholders (Isenmann, 2006). A powerful stakeholder group, the consumers serve as an informal yet highly credible CSR communication channel. In particular, the power of consumer word-of-mouth has been greatly magnified given the popularity and vast reach of interactive communication.

Companies such as Stonyfield Farm and Ben & Jerry’s have been benefiting from consumer ambassadors who raved, in the virtual world, about their social responsibility endeavours. For example, one consumer wrote enthusiastically about Ben & Jerry’s butter pecan ice cream and its support for an educational foundation, ‘besides the great flavour that the Ben & Jerry’s Butter Pecan Ice Cream offers you, a portion of the proceeds go to the Tom Joyner Foundation . . . [that] provides financial support to students attending historically black colleges and universities’ (Associated Content 2008). Companies can be proactive in using social media to engage consumers to be their CSR advocates.

Timberland, a company that is known for its environmental stewardship, launched the Earthkeeper campaign in 2008 to recruit one million people to become part of an online network designed to inspire real environmental behaviour change. As part of the Earthkeeper programme, Timberland launched an innovative global network of online social networking tools, including a strong Facebook presence, a YouTube Earthkeeper Brand Channel and a richly populated Earthkeeper blog, as well as an Earthkeeper product collection which serves as the pinnacle expression of the company’s environmental commitment (CSRWire 2008). Through this campaign, Timberland not only effectively communicating its sustainability initiative, but also engaging consumers to spread the word about this initiative and, importantly, the company’s involvement in this initiative.

Fieseler et al. (2010) suggested that communication through social media is dynamic in relation to traditional media. The global diffusion of social software like blogs, RSS feed, wikis, electronic forum, social networks have facilitated companies to attract prospects and consumer groups. Social media have the technological potential to speed up communication processes (Kaplan & Haenlein, 2010) and to increase direct interaction, dialogue and participation across organisations and various audiences (Colleoni 2013; Schultz et al. 2011). Such interactive communications are referred to as “viral” because ideas and opinions spread like epidemic diseases through the network via word‐of‐mouth and are perceived as highly trustworthy sources (Colleoni et al., 2011; Schultz and Wehmeier, 2010).

Accordingly, social media has transformed the communicative dynamics within and between corporations and their environment.  Social media networks are effective monitoring tools as they could feature early warning signals of trending topics. These networks may help business communicators and marketers identify and follow the latest sustainability issues. Notwithstanding, CSR influencers are easily identified on particular subject matters or expertise. For example, businesses and customers alike have learned how to use the hashtag (#) to enhance the visibility of their shareable content16 (Some of the most popular hashtags comprise: #CSR #StrategicCSR, #sustainability, #susty, #CSRTalk, #Davos2016, #KyotoProtocol, #SharedValue et cetera). Hashtags could be used to raise awareness on charities, philanthropic institutions and green non-governmental organisations. They may also help during fund raising events. Hence, there are numerous opportunities for businesses to leverage themselves through social networks as they engage with influencers and media.

The ubiquity of Facebook and Google Plus over the past years has made them familiar channels for many individuals around the globe. These networks have become very popular communication outlets for brands, companies and activists alike. These social media empower their users to engage with business on a myriad of issues. They also enable individual professionals or groups to promote themselves and their CSR credentials in different markets and segments.

Moreover, LinkedIn is yet another effective tool, particularly for personal branding. However, this social network helps users identify and engage with influencers. Companies can use this site to create or join their favourite groups on LinkedIn (e.g. GRI, FSG, Shared Value Initiative among others). They may also use this channel for CSR communication as they promote key initiatives and share sustainability ideas. Therefore, LinkedIn connects individuals and groups as they engage in conversations with both academia and CSR practitioners.

In addition, Pinterest and Instagram enable their users to share images, ideas with their networks. These social media could also be relevant in the context of the sustainability agenda. Businesses could illustrate their CSR communication to stakeholders through visual and graphic content. Evidently, these innovative avenues provide sharable imagery, infographics or videos to groups who may be passionate on certain issues, including CSR.

Moreover, digital marketers are increasingly uploading short, fun videos which often turn viral on internet. YouTube, Vimeo and Vine seem to have positioned themselves as important social media channels for many consumers, particularly among millennials. These sites offer an excellent way to humanise or animate CSR communication through video content. These digital media also allow their users to share their video content across multiple networks. For instance, videos featuring university resources may comprise lectures, documentaries, case studies and the like.

This contribution suggests that corporate communications managers and executives are in a position to amplify the effectiveness of their company’s CSR communication efforts. They are expected to create relevant content and to engage with stakeholders through different marketing communications channels.

 

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Filed under Business, Corporate Social Responsibility, Corporate Sustainability and Responsibility, CSR, digital media, Marketing, Stakeholder Engagement