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Journal articles on the topic 'Value communication'

Author: Grafiati

Published: 4 June 2021

Last updated: 13 February 2022

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1

Jäckel, M., C. Rövekamp, and A. M. Würfel. "Beyond digital connectivity: the value of communication and the communication of values." Production Planning & Control 17, no. 2 (March 2006): 214–23. http://dx.doi.org/10.1080/09537280500224192.

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2

Krishna, SK. "The value of communication." Journal of Postgraduate Medicine 55, no. 2 (2009): 151. http://dx.doi.org/10.4103/0022-3859.52854.

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3

de Beer, Estelle. "Creating value through communication." Public Relations Review 40, no. 2 (June 2014): 136–43. http://dx.doi.org/10.1016/j.pubrev.2014.02.024.

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4

Кошлякова, М., and M. Koshlyakova. "Value Aspect of Communication." Scientific Research and Development. Modern Communication Studies 8, no. 3 (June 4, 2019): 22–24. http://dx.doi.org/10.12737/article_5ce3b51b47b691.51930758.

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The nature, forms and results of the impact of communication on social life can be of significant value to various social groups and individuals. The concept to describe the value identity of different social and other groups is correlated with the criteria of communication. Professional communication is included in a person’s professional activity and creates, directly or indirectly, tangible and intangible values. The value of communication is determined by the hierarchy of professional and role statuses, the system of contexts and markers.

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FUKUDA, Shuichi. "Communication and Value Creation." Proceedings of Design & Systems Conference 2004.14 (2004): 129–32. http://dx.doi.org/10.1299/jsmedsd.2004.14.129.

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6

Terheggen, Philippe M. A. B. "The value of scholarly communication." Information Services & Use 39, no. 4 (February 6, 2020): 387–95. http://dx.doi.org/10.3233/isu-190057.

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7

Sherry, John L. "The Value of Communication Science." Journal of Applied Communication Research 38, no. 3 (August 2010): 302–6. http://dx.doi.org/10.1080/00909882.2010.490847.

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8

Knight, Melinda. "The Communication Skills Employers Value." Business and Professional Communication Quarterly 83, no. 4 (November 29, 2020): 363–64. http://dx.doi.org/10.1177/2329490620975103.

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Koshlyakova, Mariya. "Value Aspect of Branding Communication." Scientific Research and Development. Modern Communication Studies 9, no. 2 (April 10, 2020): 67–70. http://dx.doi.org/10.12737/2587-9103-2020-67-70.

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High segmentation in product markets forces brands to increasingly consider value aspects in their communication with their target audiences. Values are included in the brand positioning system, they show which consumer segments it is intended for and what needs it meets. The brand’s values are largely reflected in its corporate philosophy, which gives rise to the company’s motto, mission and vision of the market situation. The main direction of brand communication policy is precisely the appeal to the consumer’s value perception of the world, which in some cases is declarative. Each cultural community has its own set of values. The article considers the method of brand communication with an appeal to different motivational types. The set of brand values also determines the choice of a certain advertising symbol, a character who speaks on behalf of the organization at events and in the media.

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10

Hamiache, Gérard. "A Value with Incomplete Communication." Games and Economic Behavior 26, no. 1 (January 1999): 59–78. http://dx.doi.org/10.1006/game.1998.0641.

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11

Melumad, Nahum D., and Stefan Reichelstein. "Value of communication in agencies." Journal of Economic Theory 47, no. 2 (April 1989): 334–68. http://dx.doi.org/10.1016/0022-0531(89)90023-9.

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12

Salamanca, Andrés. "The value of mediated communication." Journal of Economic Theory 192 (March 2021): 105191. http://dx.doi.org/10.1016/j.jet.2021.105191.

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13

Finne, Åke, and Christian Grönroos. "Communication-in-use: customer-integrated marketing communication." European Journal of Marketing 51, no. 3 (April 10, 2017): 445–63. http://dx.doi.org/10.1108/ejm-08-2015-0553.

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Purpose This conceptual paper aims at developing a customer-centric marketing communications approach that takes the starting point in the customer ecosystem. Design/methodology/approach After a critical analysis of existing marketing communications and integrated marketing communication (IMC) approaches, a customer-driven view of marketing communications is developed using recent developments in relationship communication, customer-dominant logic and the notion of customer value formation as value-in-use. Findings A customer-integrated marketing communication (CIMC) approach centred on a communication-in-use concept is conceptually developed and introduced. The analysis results in a CIMC model, where a customer in his or her individual ecosystem, based on integration of a set of messages from different sources, makes sense of the many messages he or she is exposed to. Research limitations/implications The paper presents a customer-driven perspective on marketing communication and IMC. The analysis is conceptual and should trigger future empirical grounding. It indicates the need for a change in mindset in research. Practical implications CIMC requires a turnaround in the mindset that steers how companies and their marketers communicate with customers. The CIMC model provides guidelines for planning marketing communication. Originality/value The customer-driven communication-in-use concept and the CIMC model challenge traditional inside-out approaches to planning and implementing marketing communication.

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14

Joas, Hans. "Value Generalization - Limitations and Possibilities of a Communication about Values." Zeitschrift für Wirtschafts- und Unternehmensethik 9, no. 1 (2008): 88–96. http://dx.doi.org/10.5771/1439-880x-2008-1-88.

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15

Martin, Dick. "The value of thinking inside out." Journal of Business Strategy 35, no. 2 (April 14, 2014): 46–48. http://dx.doi.org/10.1108/jbs-02-2014-0020.

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Purpose – To explore the value of internal communication in strategic planning. Design/methodology/approach – Personal viewpoint. Findings – Effective internal communications is an important element in the development and implementation of business strategy. Research by the institute for Public Relations has revealed best-in-class practices in employee communications. Originality/value – Personal viewpoint based on research by the Institute of Public Relations.

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16

Björkvall, Anders, and Catharina Nyström Höög. "Legitimation of value practices, value texts, and core values at public authorities." Discourse & Communication 13, no. 4 (April 26, 2019): 398–414. http://dx.doi.org/10.1177/1750481319842457.

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17

Thomson, Kevin, and Lorrie Hecker. "Value‐adding communication: Innovation in employee communication and internal marketing." Journal of Communication Management 5, no. 1 (January 2001): 48–58. http://dx.doi.org/10.1108/13632540110806668.

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18

Aleksieienko, Inna, Svitlana Leliuk, and Olga Poltinina. "Information and communication support of project management processes and enterprise value." Development Management 18, no. 3 (October 6, 2020): 1–13. http://dx.doi.org/10.21511/dm.18(3).2020.01.

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The primary task for Ukrainian business at the present stage of it development is the development and implementation of effective mechanisms to improve the welfare of owners, which can be achieved through the management of investment projects. The realization of the outlined tasks depends on the investments that owners and investors are ready to invest in the development of business entities. The urgency of the issue of information and communication support of project management processes and the value of the enterprise is amplified in the context of the spread of information technology in all areas of enterprise activity. The place of information and communication support in the process of managing the value of the enterprise and projects is specified. Modeling of the business process of enterprise value management is carried out. The tools for improving the efficiency of enterprise project management taking into account project constraints are systematized. The expediency of using information and communication support of project and project management processes for the development and implementation of enterprise cost management strategy is proved. The study results allow combining the approaches to enterprise value and project management based on the use of modern information and communication software, which satisfies the requirements of modern times and modern market economy, oriented towards implementing the innovative instruments of business entities’ financial management.

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19

Machold, Silke, and Mark Price. "Corporate governance communication and value creation." Corporate Ownership and Control 11, no. 1 (2013): 394–405. http://dx.doi.org/10.22495/cocv11i1c4art4.

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Corporate scandals and the ongoing economic crisis have heightened academic and practitioner interest into corporate governance. Resulting corporate governance codes and related legislative developments place increasing emphasis on what companies should communicate on their governance arrangements. But whether and how corporate governance communications add value to companies remains a subject of debate. To shed light on these questions, we review two hitherto unconnected and parallel literatures from accounting and finance, and corporate communications research respectively. We develop a multi-dimensional model of corporate governance communications to explain the contingent conditions that can lead to value creation.

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20

Brevini, Benedetta. "The value of environmental communication research." International Communication Gazette 78, no. 7 (August 19, 2016): 684–87. http://dx.doi.org/10.1177/1748048516655728.

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21

Zerfass, Ansgar, and Christine Viertmann. "Creating business value through corporate communication." Journal of Communication Management 21, no. 1 (February 6, 2017): 68–81. http://dx.doi.org/10.1108/jcom-07-2016-0059.

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Purpose The purpose of this paper is to report on a multi-step research project which explores concepts that explain communication value across different disciplines and builds a framework that identifies and systematizes communication goals linked to generic corporate goals. Design/methodology/approach Based on a literature review of work on value creation through communication, drawn from 815 publications in 36 international journals across several disciplines (public relations, marketing, management, etc.) and published from the year 2000 onward, the authors have developed a framework, named “Communication Value Circle.” The application of the framework was discussed with chief communication officers from global companies and was used during a communication alignment process in a global healthcare company. Findings Empirical surveys across several continents show that communication professionals use a multitude of rationales to explain the value of their work to top executives. These range from building reputation, brands and identity, to gaining thought leadership, boosting sales, motivating employees, preventing crises and listening to stakeholders. The researchers have identified four major value dimensions of communication (enabling operations, building intangibles, adjusting strategy, and ensuring flexibility). The framework encompasses 12 specific goals for communication that can be derived from corporate strategy. Research limitations/implications The framework stimulates the debate on the diverse concepts of communication value, performance and measurement, and the need to integrate those approaches into theory and practice. Additional qualitative studies to verify the framework are proposed. Practical implications The communication value circle can be used as a management tool for planning, evaluating, and revising strategic directions for communication in any corporation. Originality/value Explaining the value of communication continues to be one of the most important challenges for professionals and scholars alike. This paper proposes a consistent explanation for the theory and practice of what constitutes corporate communication.

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22

Sjölin, Vilhelm. "Introduction - the value of effective communication." Fire and Materials 13, no. 1 (March 1988): 277–82. http://dx.doi.org/10.1002/fam.810130139.

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23

Alonso-Meijide, J. M., and M. G. Fiestras-Janeiro. "The Banzhaf value and communication situations." Naval Research Logistics 53, no. 3 (2006): 198–203. http://dx.doi.org/10.1002/nav.20132.

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24

Kramer, Andreas. "The Strategic Value of Price Communication." Archives of Business Research 8, no. 5 (May 14, 2020): 96–111. http://dx.doi.org/10.14738/abr.85.8216.

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Price communication is increasingly relevant in practice but is not sufficiently appreciated in research. Changed framework conditions, e.g. due to new price models in the context of digitalization or changed consumer behaviour, mean on the one hand that price communication has become more complex and on the other hand that new challenges on price communication have arisen. Overall, price communication should not be viewed as an isolated but as a pivotal part of overall pricing strategy.

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25

Lowen, J. "Delegation, communication, transformation - unleash value creation." Engineering Management Journal 11, no. 5 (2001): 195. http://dx.doi.org/10.1049/em:20010508.

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26

Babrow, Austin S. "Uncertainty, Value, Communication, and Problematic Integration." Journal of Communication 51, no. 3 (September 1, 2001): 553–73. http://dx.doi.org/10.1111/j.1460-2466.2001.tb02896.x.

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27

Shebanova, Irina. "INTERPERSONAL COMMUNICATION VALUE IN GLOBALIZING COMMUNITY." CREATIVITY STUDIES 3, no. 1 (October 14, 2010): 80–86. http://dx.doi.org/10.3846/limes.2010.08.

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The attention in this article is paid to social changes in terms of global information processes and the influence of these changes on the appearance of some new forms of socialization. The transformation period of modern society is in many ways determined by informational processes which are based on modern means of communication and technology. The evolution of these technologies transforms interpersonal communication, it being the vital need and universal value. Tarpasmeninės komunikacijos reikšmė globalizuotoje bendruomenėje Santrauka Šiame straipsnyje dėmesys sutelkiamas į socialinius pokyčius globaliųjų procesų sąlygomis ir į šių pokyčių įtaką pastebimoms naujoms socializacijos formoms. Moderniosios visuomenės transformacijos laikotarpis yra nulemtas informacinių procesų, kurių pagrindą sudaro modernios komunikacijos priemonės ir technologijos. Šių technologijų evoliucija keičia tarpasmeninę komunikaciją, nulemdama jos esminį poreikį ir universalią vertę.

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28

Brummette, John, and Lynn M. Zoch. "How stakeholders’ personal values influence their value expectations for legitimate organizations." Corporate Communications: An International Journal 21, no. 3 (August 1, 2016): 309–21. http://dx.doi.org/10.1108/ccij-12-2015-0085.

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Purpose – Through its use of a nationwide survey that assessed the most significant personal and organizational values among the general public, the purpose of this paper is to identify how individuals’ personal values serve an important role in guiding the value expectations they have for organizations. Design/methodology/approach – A research firm was hired to disseminate a survey to a stratified sample of 735 of adults in the US measures used in the study were a socially desirable human values subscale and a socially desirable organizational values subscale. Findings – The results from several regression analyses confirmed that stakeholders’ personal values predict the values they expect from organizations with which they choose to conduct business. Research limitations/implications – Organizations must recognize that values play a significant role in the legitimation process as both are represented by actions and social desirability. In the realm of corporate communication, organizations continually encounter situations in which they must establish, maintain and defend their legitimacy using strategic communication efforts. These difficult feats can only be accomplished by viewing legitimacy as a measureable construct that is ultimately shaped by acting and communicating in ways that meet the value-driven expectations of stakeholders. Originality/value – This paper fills a gap in the literature that identifies whether stakeholders personal values drive or influence the values they expect to be displayed by legitimate organizations.

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29

Uemura, Wataru, Yasuhiro Fukumori, and Takato Hayama. "About Digital Communication Methods for Visible Light Communication." International journal of Computer Networks & Communications 13, no. 3 (May 31, 2021): 1–13. http://dx.doi.org/10.5121/ijcnc.2021.13301.

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The visible light communication (VLC) by LED is one of the important communication methods because LED can work as high speed and VLC sends the information by high flushing LED. We use the pulse wave modulation for the VLC with LED because LED can be controlled easily by the microcontroller, which has the digital output pins. At the pulse wave modulation, deciding the high and low voltage by the middle voltage when the receiving signal level is amplified is equal to deciding it by the threshold voltage without amplification. In this paper, we proposed two methods that adjust the threshold value using counting the slot number and measuring the signal level. The number of signal slots is constant per one symbol when we use Pulse Position Modulation (PPM). If the number of received signal slots per one symbol time is less than the theoretical value, that means the threshold value is higher than the optimal value. If it is more than the theoretical value, that means the threshold value is lower. So, we can adjust the threshold value using the number of received signal slots. At the second proposed method, the average received signal level is not equal to the signal level because there is a ratio between the number of high slots and low slots. So, we can calculate the threshold value from the average received signal level and the slot ratio. Unfortunately, the first proposed method adjusts the threshold value after receiving the data, once the distance between the sender and the receiver is changed, then the performance becomes worse. And after adjusting the threshold, the performance becomes better. Therefore, this method should be used in stable environments. The second proposed method can change the threshold value during the signal is received. That means this method can work very quickly. So, this method can show good performance for the wide range. We show these performances as real experiments.

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30

Hänninen, Nora, and Heikki Karjaluoto. "The effect of marketing communication on business relationship loyalty." Marketing Intelligence & Planning 35, no. 4 (May 6, 2017): 458–72. http://dx.doi.org/10.1108/mip-01-2016-0006.

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Purpose The purpose of this paper is to create a new understanding of industrial business-to-business (B2B) relationships by connecting the theoretical streams of marketing communications and relationship marketing. This study tests how various marketing communication channels and communication quality increase the transformation of customer-perceived value into customer loyalty. Design/methodology/approach The theoretical framework consists of links between customer-perceived value, marketing communication quality, channel effectiveness, and customer loyalty. The age of the business relationship is also taken into consideration. Empirical testing is based on global survey data (n=121) collected from customers of Finnish manufacturing companies operating in the paper, mineral, and metal-processing industries. Findings The effects of customer-perceived value on customer loyalty are both direct and indirect, as marketing communications partially mediate this relationship. The customer-perceived effectiveness of various marketing communication channels adds more to loyalty formation than the perceived quality of marketing communications. Practical implications Of special interest for marketing practitioners is the channel-specific approach to the effectiveness of marketing communications. Results suggest that personalized channels would be the most important mediators of the effects of perceived value on loyalty and also bring up the possibility of combining personalized direct communication with new cost-effective digital channels. Originality/value Relatively little research has examined the mediating role of marketing communications in the relationship between perceived value and loyalty in the B2B context.

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31

Buechel, Eva C., and Jonah Berger. "Microblogging and the Value of Undirected Communication." Journal of Consumer Psychology 28, no. 1 (December 18, 2017): 40–55. http://dx.doi.org/10.1002/jcpy.1013.

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32

Palenchar, Michael J., and Robert L. Heath. "Strategic risk communication: Adding value to society." Public Relations Review 33, no. 2 (June 2007): 120–29. http://dx.doi.org/10.1016/j.pubrev.2006.11.014.

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33

Saas, William O. "Communication and the Economy: History, Value, Agency." Quarterly Journal of Speech 106, no. 1 (January 2, 2020): 97–99. http://dx.doi.org/10.1080/00335630.2020.1709736.

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34

Monteiro, Claudia. "Book Review: Creativity, Communication and Cultural Value." Media, Culture & Society 27, no. 6 (November 2005): 960–61. http://dx.doi.org/10.1177/0163443705057682.

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35

Ou, Y. "A memorable patient: The value of communication." BMJ 326, no. 7397 (May 10, 2003): 1026. http://dx.doi.org/10.1136/bmj.326.7397.1026.

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36

Rossi, John, and Michael Yudell. "Value-Ladenness and Rationality in Health Communication." American Journal of Bioethics 12, no. 2 (February 2012): 20–22. http://dx.doi.org/10.1080/15265161.2011.635063.

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37

Kantanen, Helena. "Value co-production through external communication consulting." Corporate Communications: An International Journal 22, no. 4 (October 2, 2017): 455–70. http://dx.doi.org/10.1108/ccij-02-2016-0019.

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Purpose 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. Design/methodology/approach 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. Findings 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. Research limitations/implications 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. Practical implications 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. Originality/value 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.

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38

Snyder, Karen P., Adriana P. Lamar, and James Campbell. "The Value of Survey-Informed Communication Planning." Journal - American Water Works Association 111, no. 12 (December 2019): 12–21. http://dx.doi.org/10.1002/awwa.1410.

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39

Inglis, Fred. "Book Review: Creativity, Communication and Cultural Value." European Journal of Communication 20, no. 3 (September 2005): 387–90. http://dx.doi.org/10.1177/0267323105056152.

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40

Borm, Peter, Guillerom Owen, and Stif Tijs. "On the Position Value for Communication Situations." SIAM Journal on Discrete Mathematics 5, no. 3 (August 1992): 305–20. http://dx.doi.org/10.1137/0405023.

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41

Heinonen, Kristina, and Tore Strandvik. "Communication as an element of service value." International Journal of Service Industry Management 16, no. 2 (April 2005): 186–98. http://dx.doi.org/10.1108/09564230510592306.

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42

Acharya, Keshab R. "User value and usability in technical communication." Communication Design Quarterly 4, no. 3 (March 27, 2017): 26–34. http://dx.doi.org/10.1145/3071078.3071083.

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43

Beaupain, Renaud, and Alexandre Girard. "The value of understanding central bank communication." Economic Modelling 85 (February 2020): 154–65. http://dx.doi.org/10.1016/j.econmod.2019.05.013.

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Pohjola, Olli-Pekka, and Kalevi Kilkki. "Value-based methodology to analyze communication services." NETNOMICS: Economic Research and Electronic Networking 8, no. 1-2 (October 2007): 135–51. http://dx.doi.org/10.1007/s11066-008-9013-2.

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Gómez, D., E. González–Arangüena, C. Manuel, and G. Owen. "A value for generalized probabilistic communication situations." European Journal of Operational Research 190, no. 2 (October 2008): 539–56. http://dx.doi.org/10.1016/j.ejor.2007.06.040.

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46

Steiner, Linda. "The Value of (Universal) Values in the Work of Clifford Christians." Journal of Mass Media Ethics 25, no. 2 (April 30, 2010): 110–20. http://dx.doi.org/10.1080/08900521003640603.

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47

Antonella Ferri, Maria, and Maria Palazzo. "Dual marketing communications: Enriching channel value network with a multi-channel strategic communication." MERCATI & COMPETITIVITÀ, no. 3 (September 2018): 69–83. http://dx.doi.org/10.3280/mc2018-003005.

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48

Kreps, Gary L. "The value of health communication scholarship: New directions for health communication inquiry." International Journal of Nursing Sciences 7 (September 2020): S4—S7. http://dx.doi.org/10.1016/j.ijnss.2020.04.007.

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49

Coombs, W. Timothy. "The value of communication during a crisis: Insights from strategic communication research." Business Horizons 58, no. 2 (March 2015): 141–48. http://dx.doi.org/10.1016/j.bushor.2014.10.003.

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50

Cheng, Chang Xian. "Foster Strength of Graphic Communications Industry and Make Print the Value Added Media." Advanced Materials Research 663 (February 2013): 592–95. http://dx.doi.org/10.4028/www.scientific.net/amr.663.592.

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Graphic communications industry has a tradition of more than one thousand years. Not since the invention of movable metal type by Gutenberg in 1450 has the communication landscape been shaken at its foundation as today, when print media face competition from new and novel forms of visual communication. In this paper, the critical analysis and study is made as to why printing has weathered the onslaught of new forms of communication in the past and if, in fact, print media will yet again be able to prevail over radically different methods of dissemi¬nating information. Although printing jobs are still in much need today and printing presses everywhere are keeping busy with a steady influx of orders everyday, people in the graphic communications industry should adapt to the new changes of the internet ages and make fully use of print communications to prevail over different kinds of new media. Printed Electronics and postpress finishing also play key roles in creating new functional print products and adding more value to print media.

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