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Journal articles on the topic 'Strategic Communication'

Author: Grafiati

Published: 4 June 2021

Last updated: 24 January 2023

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1

Estaswara, Helpris, Umar Halim, and Badari Burhan. "Memaknai Strategic Communication." CoverAge: Journal of Strategic Communication 11, no. 1 (September 30, 2020): 1–11. http://dx.doi.org/10.35814/coverage.v11i1.1725.

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Strategic communication merupakan konsep dan kajian yang relatif baru dalam ilmu komunikasi. Sebelumnya, konsep strategic communication banyak digunakan dalam kajian militer dan ilmu pemerintahan terkait dengan internasional relations. Sebagai konsep baru, tidak mengherankan jika banyak perbedaan pandangan tentang makna strategic communication, terkait dengan posisi ilmu komunikasi, kesamaanya dengan public relations dan corporate communication, sampai paradigma yang digunakan. Artikel ini telah mengeksplorasi berbagai makna tentang strategic communication dengan tujuan memaknai strategic communication yang berbasis ilmu komunikasi dengan menolak sikap taken-for-granted sebagai bagian dari management strategy. Berangkat dari penjelasan tersebut dan dengan menggunakan metode literature review, strategic communication dimaknai sebagai proses komunikasi antar aktor dalam organisasi yang diwujudkan dalam bentuk interaksi yang saling memahami dan bekerjasama untuk mencapai tujuan organisasi dengan berbasis paradigma postmodernisme.

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2

Kluka, Darlene A. "Strategic Sport Communication." International Journal of Sport Communication 1, no. 1 (March 2008): 132–34. http://dx.doi.org/10.1123/ijsc.1.1.132.

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3

HAGENBACH, JEANNE, and FRÉDÉRIC KOESSLER. "Strategic Communication Networks." Review of Economic Studies 77, no. 3 (December 24, 2009): 1072–99. http://dx.doi.org/10.1111/j.1467-937x.2009.591.x.

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4

Men, Linjuan Rita. "Strategic Internal Communication." Management Communication Quarterly 28, no. 2 (February 21, 2014): 264–84. http://dx.doi.org/10.1177/0893318914524536.

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5

Henry, Jake, and Aaron Woody. "Strategic Principal Communication." Journal of School Public Relations 34, no. 4 (October 1, 2013): 370–76. http://dx.doi.org/10.3138/jspr.34.4.370.

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6

Hallahan, Kirk, Derina Holtzhausen, Betteke van Ruler, Dejan Verčič, and Krishnamurthy Sriramesh. "Defining Strategic Communication." International Journal of Strategic Communication 1, no. 1 (March 22, 2007): 3–35. http://dx.doi.org/10.1080/15531180701285244.

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7

Laskin, Alexander V. "Strategic Financial Communication." International Journal of Strategic Communication 8, no. 3 (June 17, 2014): 127–29. http://dx.doi.org/10.1080/1553118x.2014.915659.

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8

AMCUAB, KONSTANTIN. "STRATEGIC PLANNING FOR THE DEVELOPMENT OF THE SOCIO-ECONOMIC MODEL OF COMMUNICATION." Communicology 8, no. 3 (September 2020): 63–72. http://dx.doi.org/10.21453/2311-3065-2020-8-3-63-72.

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The article considers the strategic management carried out on the basis of a strategic plan, which includes among the main provisions and components of models for applying methods and methods of communication. According to the author, strategic communication planning is a process of bringing the communication structure and function in line with the main goals of the organization. The so-called strategic communications matrix, which is the focus of marketing research, includes those communication models that fit into the system of strategic communications, involve all stakeholders in the communication process, and optimize communication efforts. Considering the aspects of the development of strategic planning in Russia, the author comes to the conclusion that in the Soviet period of development, the goals of strategic planning were not expressed in the plan of strategic communications, which is a tool for managing all communication structures and processes included in the system of strategic management of the development of a particular object.

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9

Stanton, Patricia. "Assessing Organisational Communication: Strategic Communication Audits." Global Business and Economics Review 7, no. 4 (2005): 128. http://dx.doi.org/10.1504/gber.2005.007800.

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10

Paramitha, Janna, and H. H. Daniel Tamburian. "Studi Manajemen Strategis Instagram @cchannel_id dalam Menjangkau Publik." Prologia 4, no. 1 (February 26, 2020): 98. http://dx.doi.org/10.24912/pr.v4i1.6440.

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Nowadays digital media hold an important role in people's lives. An important role that has helped the community is the rise of digital media like Instagram.C Channel Indonesia is one of the companies engaged in digital media, which is Instagram. Strategic management on Instagram @cchannel_id is important to be done in order to know the direction of a company. The long and short term strategies of the company are the determinants of the direction the company is headed for. Strategic Direction Instagram C Channel Indonesia wants to make number one digital media for Indonesian women and build community. The purpose of this study is to find out about strategic manajemen Instagram C Channel Indonesia's in reaching the publit. The theory used in this research is the theory of strategic management, strategic communication, New Media, and trust. The research method is qualitative with case studies. Informants who are key informants deal with Strategic Social Media, Strategic Digital Media, Strategic Human Resources, Head of Media and Production, and Instagram followers of @cchannel_id. The results show that strategic communication guides the company's strategic direction by building consumer trust in the long term strategic direction determined by C Channel Indonesia. Saat ini media digital memegang peran penting dalam kehidupan masyarakat. Peran penting yang ikut membantu masyarakat adalah munculnya media digital seperti instagram. C Channel Indonesia merupakan salah satu perusahaan yang bergerak dibidang media digital salah satunya di Instagram. Manajemen strategis di instagram @cchannel_id penting untuk dilakukan agar mengetahui arah suatu perusahaan. Strategi jangka panjang dan pendek dari perusahaan adalah penentu arah yang sedang dituju perusahaan. Arah Strategis Instagram C Channel Indonesia ingin menjadikan media digital nomor satu bagi para perempuan Indonesia dan membangun komuniti. Tujuan penelitian ini adalah mengetahui studi manajemen strategis Instagram C Channel Indonesia dalam menjangkau publik. Teori yang digunakan dalam penelitian ini adalah teori manajemen strategis, komunikasi strategis, New Media, komunikasi dan Public Relations. Metode penelitian menggunakan kualitatif deskriptif. Informan yang menjadi narasumber kunci menangani Sosial Media Strategis, Media Digital Strategis, Human Resources Strategis, Head of Media and Production dan followers Instagram @cchannel_id. Hasil penelitian menunjukan bahwa komunikasi strategis menuntun arah strategis perusahaan dengan membangun kepercayaan konsumen dan menjangkau publik untuk dapat menuju ke strategi jangka panjang yang telah ditentukan oleh C Channel Indonesia.

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11

Betz, David. "Communication Breakdown: Strategic Communications and Defeat in Afghanistan." Orbis 55, no. 4 (January 2011): 613–30. http://dx.doi.org/10.1016/j.orbis.2011.07.007.

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12

Khan, Marty Z. "Strategic Communication with the Islamic World." Connections: The Quarterly Journal 11, no. 3 (2012): 41–51. http://dx.doi.org/10.11610/connections.11.3.03.

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13

Argenti, Paul A. "Strategic Communication in the C-Suite." International Journal of Business Communication 54, no. 2 (January 20, 2017): 146–60. http://dx.doi.org/10.1177/2329488416687053.

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This article explores the ways in which C-suite executives are using corporate communications to execute strategy. Over the past two decades, we have seen a profound shift in how leaders view communications within organizations. This shift has moved from a tactical and superficial focus (speech writing, media placements) to a more strategic and elevated level (developing and implementing strategy through communication, sophisticated measurement using big data to understand constituencies and influence reputation). Thus, the central research question in this article is focused on the following theme: “How do leaders use communications to execute strategy in the 21st century?” Through a review of current literature on the topic and synthesis of both published and newly conducted interviews, the article provides a snapshot of leadership communication in organizations today as it relates to the execution of strategy.

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14

Ishak, Aswad. "Peran Public Relations dalam Komunikasi Organisasi." Jurnal ASPIKOM 1, no. 4 (January 21, 2012): 373. http://dx.doi.org/10.24329/aspikom.v1i4.38.

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Organization is currently experiencing growth and remarkable development. An increasingly diverse public characters, both interal and external, require special handling in communicating to them. Communication activities of the organization is a strategic communications activities that need to be run by the organization. This communication activities involving management as important decision makers in the organization. Through public relations activities of the organization’s strategic communication can run well. Public relations must have the full support of management to be able to carry out the task.

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15

Christensen, Emma, and Lars Thøger Christensen. "Dialogics of strategic communication." Corporate Communications: An International Journal 23, no. 3 (August 6, 2018): 438–55. http://dx.doi.org/10.1108/ccij-08-2017-0073.

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Purpose The purpose of this paper is to analyze how the field of strategic communication is shaped and driven by several different logics that not only simply underpin each other, but also and simultaneously oppose each other and point in many different directions. Design/methodology/approach The authors address the multiple logics in strategic communication and their interplay by drawing on Edgar Morin’s theory of “dialogics.” According to Morin, complex systems are characterized by multiple logics that are at once complementary, competitive and antagonistic with respect to one another. Findings The authors present and discuss five dialogics that challenge conventional notions of managerial control: deliberate vs emergent perspectives on communication strategy; top-down vs participatory approaches; bounded vs unbounded notions of communication; consistency vs inconsistency in organizational messages; and transparency vs opacity in organizational practices. Originality/value While the dialogical perspective defies the ideal of strategic communication as a unitary discipline, the authors argue that the field can only develop by acknowledging, embracing and bringing to the fore of analysis principles that are at once complementary, competitive and antagonistic.

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16

Parikh, Prashant. "Communication and strategic inference." Linguistics and Philosophy 14, no. 5 (October 1991): 473–514. http://dx.doi.org/10.1007/bf00632595.

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17

Ward, General William E. “Kip.” "Strategic communication at work." Leader to Leader 2011, no. 59 (December 3, 2010): 33–38. http://dx.doi.org/10.1002/ltl.453.

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18

ZNIDARIC, IRIS. "STRATEGIC COMMUNICATION(S) - WHAT IS THE DIFFERENCE?" CONTEMPORARY MILITARY CHALLENGES, Volume 2019, issue 21/2 (June 12, 2019): 32–42. http://dx.doi.org/10.33179/10.33179/bsv.99.svi.11.cmc.21.2.1.

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This article is based on a terminological approach to the dilemma of how to differentiate between the phrases strategic communications and strategic communication, and whether it is necessary. On the basis of different contexts, it approaches the subject from a linguistic and terminological point of view, defining some basic terminological terms to assist the reader in understanding the analysis which follows. With this terminological approach it aims to establish whether, in practice, the two phrases function as synonyms or as two different concepts, and whether a clear-cut line can be established.

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19

Carrillo, Maria Victoria. "Strategic Communication in the communications environment of today’s organizations." Comunicação e Sociedade 26 (December 28, 2014): 81–89. http://dx.doi.org/10.17231/comsoc.26(2014).2026.

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This article seeks to clarify the concept of strategic communication as part of the new communications challenges facing today’s firms (Carrillo et al., 2013). Strategic communication has become an academic and professional working field of major importance. Delineating the issues underlying this area of theoretical and professional work is a challenge for scholars of the communication sciences. A correct definition of the concept should respond to the need to include communication as part of senior management’s essential competences, and should comply with a number of pre-defined, long-term objectives designed to address the interests of each of the company or organization’s stakeholders.

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20

Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (February 1, 2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.

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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit

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Rogovchenko, A. "Strategic communications: the experience of Afghanistan for Ukraine." National Technical University of Ukraine Journal. Political science. Sociology. Law, no. 1(49) (June 8, 2021): 65–72. http://dx.doi.org/10.20535/2308-5053.2021.1(49).232987.

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The article is dedicated to the experience of developing strategic communications in Afghanistan after Taliban regime has lost power and military and humanitarian aid missions came to the country; strengths and weaknesses of strategic communications documents are analyzed, conclusions on success reached in implementing strategic communications are made. The article analyzes strategic communication plans of ISAF NATO, USA Department of Defense and of other international missions active in the country; research papers on this topic were studied. Government efforts in establishing communication with population and negotiation with Taliban by creating GMIC and establishing High Peace Council are described. The paper leads to the following conclusions: implementing information campaigns and communication strategies resulted in positive changes of communication landscape in the country and increasing awareness of the population on activities of the Government and international organisations: double-sided communication with the population remains being poor; counteracting Taliban’s information warfare is established but is not efficient. Further work on effective strategic communication includes deeper inclusion of culture factors, inclusion of opinion leaders, decreasing a say-do gap of Afghan Government and international missions.

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22

Gordon, Gregory J. "Strategic Access." Legal Information Management 12, no. 3 (September 2012): 198–202. http://dx.doi.org/10.1017/s1472669612000461.

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AbstractThere is a revolution afoot in scholarly communication and it is called, Open Access. Whilst Gregory J Gordon is a strong proponent of Open Access, he believes many people are missing the point as more does not mean better, it only means more. Open Access has had a major impact on scholarly communications by reducing the traditional barriers to research. Unfortunately, this has compounded the issues of discovery. Institutional repositories, disciplinary repositories and multi-disciplinary, multi-institutional repositories and metrics such as downloads, citations, and Eigenfactor™ Score are new tools in the scholarly researcher's kit. Familiarity and comprehension of these tools will help scholars make efficient use of the overabundance of scholarly communications. This strategic access approach will ultimately result in greater precision.

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23

Arkannikova, M. S. "Strategic Communications Of Museum Institutions." Communicology 10, no. 4 (December 30, 2022): 35–47. http://dx.doi.org/10.21453/2311-3065-2022-10-4-35-47.

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The paper is dedicated to the analysis of the essence of strategic communications of museums in the context of modern cultural genesis. The ever-increasing transformation of the social environment, associated both with the growing mediatization of society, changes in the museum practices, development of communication technologies and tools, and with the growing role of the audience, which increasingly influences the work of cultural institutions and the mass media, determines the focus of attention of representatives of the relevant museum departments to search for new communication strategies and tactics. In order to comprehend the strategic communications of museum institutions in St. Petersburg, the author conducted a sociological survey of residents and guests of the city about their awareness of the museums of the Northern capital. Fragmentation and insufficiency in measurable indicators of the effectiveness of communication of the museum institutions of the city is noted. It is concluded that the respondents are most aware of the top 3 museums: Hermitage, Russian Museum and Kunstkamera; the majority of respondents are ready to go to these museums in the near future.

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Dubinsky, Jim, and Sanja Sipek. "Book Review: Assessing Organizational Communication: Strategic Communication Audits." Business Communication Quarterly 68, no. 3 (September 2005): 368–70. http://dx.doi.org/10.1177/1080569905276426.

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25

Shen, Hua, and Tianchen Ma. "Research on Strategic Communication Analysis of Interpersonal Communication." Advances in Social Sciences Research Journal 7, no. 9 (September 10, 2020): 119–34. http://dx.doi.org/10.14738/assrj.79.8945.

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In this paper, we have discussed interpersonal communication. Basically, communication is strategic when behaviors (utterances, nonverbal displays) are formulated in a particular way because it is projected that they will have social utility. And Strategic interpersonal communication assumes certain characteristics that are common to behavior. As Communication is a vehicle that organizations should use to initiate, develop, maintain, and repair mutually productive organization- public relationships. We discusses many aspects of Strategic Interpersonal Communication such as its multi-dimensions, Relationship negotiation and Interpersonal Communication and Public Relations. In methodology section we have carried out study. This study was intended to recognize and measure the perceptions of sophomore and junior semester college students toward feelings of anxiety experienced throughout foreign language learning as measured by the FLCAS scale. This study results that anxiety in foreign language university students by diminishing their indifference and disinterest in the curriculum that is distinct to their needs, educators have to give meaningful content that is similar to their particular disciplines. An instance of this approach would be to expand curricula for professional disciplines, such as health career, business, science and technology, and law, and diversely curricula for educational purposes, for example, for students majoring in the language or for those practicing their undergraduate or postgraduate studies out of the country.

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Krähmer, Daniel. "Information Design and Strategic Communication." American Economic Review: Insights 3, no. 1 (March 1, 2021): 51–66. http://dx.doi.org/10.1257/aeri.20200012.

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I study sender-receiver games where the receiver can disclose information to the sender by designing an information structure. I show that by secretly randomizing over information structures, the receiver can virtually attain her complete information payoff even for large conflicts of interest. The key insight is that private knowledge of the information structure induces truthful communication because it allows the receiver to cross-check the consistency of the sender’s report. (JEL C72, D82, D83)

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Li-sheng, Xu. "Strategic competence for intercultural communication." Journal of Zhejiang University-SCIENCE A 1, no. 4 (October 2000): 476–80. http://dx.doi.org/10.1631/jzus.2000.0476.

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Z. ELSHIBAEVA, K. "STRATEGIC COMMUNICATION OF POLITICAL DISCOURSE." ATLAS JOURNAL 3, no. 3 (January 1, 2017): 1–7. http://dx.doi.org/10.31568/atlas.14.

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Gorelik, Polina Leonidovna, Mavzhida Munirovna Rusakova, and Lyudmila Vasilyevna Kutsenko. "Speech Aggression as Strategic Communication." Filologičeskie nauki. Voprosy teorii i praktiki, no. 4 (April 2022): 1242–46. http://dx.doi.org/10.30853/phil20220196.

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Mat Tazin, Saidathul Nizah, and Shira Haniza Yaakop. "Strategic Communication in Public Participation." Journal of ASIAN Behavioural Studies 3, no. 10 (August 22, 2018): 162–69. http://dx.doi.org/10.21834/jabs.v3i10.315.

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This paper emphasises significantly on public relations strategic planning in public participation to gain organisational effectiveness. Grunig (1992) describes organisation’s decision affects public and in turn the public affect the organisation’s decision. This paper discusses the Situational theory of publics (Grunig, 1992) and highlights communication programmes for public participation in the development of slope area in Bukit Antarabangsa, Selangor. This paper suggests a framework of public relations strategic planning for public participation in MPAJ based on findings obtained from multiple methods of data collection. Keywords: public relations, strategic planning, communication, public participation. eISSN 2514-7528 © 2018. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI:https://doi.org/10.21834/jabs.v3i10.315

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Carroll, Gabriel, and Georgy Egorov. "Strategic Communication With Minimal Verification." Econometrica 87, no. 6 (2019): 1867–92. http://dx.doi.org/10.3982/ecta15712.

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A receiver wants to learn multidimensional information from a sender, and she has the capacity to verify just one dimension. The sender's payoff depends on the belief he induces, via an exogenously given monotone function. We show that by using a randomized verification strategy, the receiver can learn the sender's information fully in many cases. We characterize exactly when it is possible to do so. In particular, when the exogenous payoff function is submodular, we can explicitly describe a full‐learning mechanism; when it is (strictly) supermodular, full learning is not possible. In leading cases where full learning is possible, it can be attained using an indirect mechanism in which the sender chooses the probability of verifying each dimension.

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Meredith, Michael J. "Strategic Communication and Social Media." Business Communication Quarterly 75, no. 1 (January 9, 2012): 89–95. http://dx.doi.org/10.1177/1080569911432305.

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Van Gemert, Lisette, and Egbert Woudstra. "Designing a strategic communication plan." Communicatio 25, no. 1-2 (January 1999): 73–87. http://dx.doi.org/10.1080/02500169908537883.

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Alonso, Ricardo, Niko Matouschek, and Wouter Dessein. "STRATEGIC COMMUNICATION: PRICES VERSUS QUANTITIES." Journal of the European Economic Association 8, no. 2-3 (April 5, 2010): 365–76. http://dx.doi.org/10.1111/j.1542-4774.2010.tb00508.x.

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35

KARTIK, NAVIN. "Strategic Communication with Lying Costs." Review of Economic Studies 76, no. 4 (October 2009): 1359–95. http://dx.doi.org/10.1111/j.1467-937x.2009.00559.x.

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36

Thomas, Gail Fann, and Kimberlie J. Stephens. "An Introduction to Strategic Communication." International Journal of Business Communication 52, no. 1 (December 14, 2014): 3–11. http://dx.doi.org/10.1177/2329488414560469.

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37

Larocca, Roger. "Strategic Diversion in Political Communication." Journal of Politics 66, no. 2 (May 2004): 469–91. http://dx.doi.org/10.1111/j.1468-2508.2004.00160.x.

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38

Gullickson, Terri. "Review of Strategic Interpersonal Communication." Contemporary Psychology: A Journal of Reviews 40, no. 4 (April 1995): 384. http://dx.doi.org/10.1037/003619.

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Price, Monroe E. "Strategic communication in asymmetric conflict." Dynamics of Asymmetric Conflict 6, no. 1-3 (October 29, 2013): 135–52. http://dx.doi.org/10.1080/17467586.2013.857422.

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Khalmetski, Kiryl, Bettina Rockenbach, and Peter Werner. "Evasive lying in strategic communication." Journal of Public Economics 156 (December 2017): 59–72. http://dx.doi.org/10.1016/j.jpubeco.2017.10.002.

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41

Emons, Winand, and Claude Fluet. "Strategic communication with reporting costs." Theory and Decision 87, no. 3 (June 3, 2019): 341–63. http://dx.doi.org/10.1007/s11238-019-09709-4.

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Ivanov, Maxim. "Dynamic learning and strategic communication." International Journal of Game Theory 45, no. 3 (March 27, 2015): 627–53. http://dx.doi.org/10.1007/s00182-015-0474-x.

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Rončević, Borut. "SOCIETAL COMMUNICATION IN STRATEGIC PROCESSES." Innovative Issues and Approaches in Social Sciences 1, no. 2 (May 30, 2008): 27–46. http://dx.doi.org/10.12959/issn.1855-0541.iiass-2008-no2-art02.

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Kim, Soojin. "Strategic predisposition in communication management." Journal of Communication Management 20, no. 3 (August 1, 2016): 232–54. http://dx.doi.org/10.1108/jcom-06-2015-0050.

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Purpose – The purpose of this paper is to identify factors influencing an organization’s predisposition to bridging strategy, and tests relationships between those factors and bridging strategy. Design/methodology/approach – Online survey was conducted in South Korea. Hierarchical regression was used. Findings – Identified factors are environmental complexity, top management attitude toward stakeholders, analysis orientation, and authoritarian culture. Research limitations/implications – By adopting the concept and measures of bridging as an organization’s public-engagement strategy, this study was able to capture an organization’s strategic approach for problem-solving in communication management. Practical implications – Strong analysis orientation allows organizations to look into problems in their complex environments affecting their performance and their key stakeholders before deciding on strategies; resultantly, they are more likely to reduce problems and to improve their performance. In contrast, authoritarian culture discourages an organization’s adoption of bridging strategy. Originality/value – This study is the first empirical study investigating the dynamics of factors influencing organizations’ strategic predisposition in communication management.

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Sandhu, Swaran. "Strategic Communication: An Institutional Perspective." International Journal of Strategic Communication 3, no. 2 (April 10, 2009): 72–92. http://dx.doi.org/10.1080/15531180902805429.

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Ivanov, Maxim. "Communication via a strategic mediator." Journal of Economic Theory 145, no. 2 (March 2010): 869–84. http://dx.doi.org/10.1016/j.jet.2009.08.001.

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Rapert, Molly Inhofe, Anne Velliquette, and Judith A. Garretson. "The strategic implementation process: evoking strategic consensus through communication." Journal of Business Research 55, no. 4 (April 2002): 301–10. http://dx.doi.org/10.1016/s0148-2963(00)00157-0.

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Shakalov, I. "Key Parameters of the Model of Strategic Communications." Scientific Research and Development. Modern Communication Studies 10, no. 4 (August 31, 2021): 30–38. http://dx.doi.org/10.12737/2587-9103-2021-10-4-30-38.

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One of the approaches to the communication interaction organization, the most widely discussed, strategic one, allows one to abandon other approaches that are less effective in the context of intense competition. The paper shows that, despite the increased attention to the strategic planning of communications, there is a research literature controversy regarding the definition of its subject matter both in theory and practice. Even more relativistic is the idea of the specifics of strategic communication in a particular area. The purpose of this article is to analyze the main parameters of strategic communication as a special type of activity. The method of analysis is modeling. To achieve the goal, an activity model of strategic communication is developed, which allows clarifying its most important characteristics – motivation, purposefulness, hierarchy of tasks, structure (phases and individual actions). On this basis, in the future, it is possible to determine the specifics of the implementation of strategic communication in a specific area: the content of communication procedures, actions, steps.

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Goransson, Karina, and Anna-Sara Fagerholm. "Towards visual strategic communications." Journal of Communication Management 22, no. 1 (February 5, 2018): 46–66. http://dx.doi.org/10.1108/jcom-12-2016-0098.

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Purpose The purpose of this paper is to explore how a visual perspective can be applied to strategic communication research. First, the term visual communication will be examined from various perspectives with an attempt to develop a foundation for this new academic territory. Second, this study summarises how visual approaches are applied in strategic communication research during 2005-2015, this is done by a literature review including an overall content analysis. Design/methodology/approach In order to explore how visual approaches can be applied to strategic communication research, the study started with a literature review by examining the term visual communication from various perspectives. The second step was to do a brief content analysis in order to provide a detailed pattern of theoretical visual approaches in strategic communication research published in scientific journals in the field of strategic communication 2005-2015. A qualitative coding scheme was developed based on the classification of visual approaches in communication research by Barnhurst et al. (2004) and Martin (2011). Findings The findings of this study not only support previous research indicating that visual approaches in communication research are increasing; the study also points in the direction of that visual approaches in the research field of strategic communication has slightly emerged during 2005-2015. Research limitations/implications This study summarises how visual approaches are applied in strategic communication research during 2005-2015. Originality/value This study can provide important knowledge about an innovative visual perspective in strategic communication research.

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Falkheimer, Jesper, and Katarina Gentzel Sandberg. "The art of strategic improvisation." Journal of Communication Management 22, no. 2 (May 8, 2018): 253–58. http://dx.doi.org/10.1108/jcom-03-2018-0020.

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Purpose The purpose of this paper is to describe strategic improvisation, a contemporary concept and approach based on the creative arts and organizational crisis theory, as a valuable approach for communication professionals. Strategic improvisation combines the need for planning and structure with creative action, and is a normative idea of how to work in an efficient way. Design/methodology/approach The concept is developed in a collaborative project between a major Swedish communications agency and a university scholar. The empirical foundation consists of 25 qualitative interviews with a strategic selection of successful communication professionals, identified as typical strategic improvisers. Findings An analysis of the interviews led to 11 defining patterns or themes typical for strategic improvisation and strategic improvisers. The interviews and the theoretical framework is the foundation of a communication model. Strategic improvisation is defined as a situational interpretation within a given framework. The model has three interconnected parts: a clear framework (composition), a professional interpretation (interpretation) and a situational adaptation based on given possibilities and conditions (improvisation). Research limitations/implications This is not a peer reviewed paper, but a paper in the section “In Practice,” directed toward communication professionals. Originality/value The ideas and model are connected to theories of improvisation, especially in music, which is rare in the field of communication management, and developed in a collaborative project between practice and research.

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