scholarly journals Internal communications and goal achievement: The CEO’s perspective

2020 ◽  
Vol 12 (1) ◽  
pp. 19-34
Author(s):  
Rita Chen
Keyword(s):  
Goal Achievement ◽  
Reputation Management ◽  
Strategy Development ◽  
Senior Leadership ◽  
Stakeholder Relationships ◽  
Strategic Goals ◽  
Excellence Theory ◽  
Organizational Cohesiveness ◽  
Internal Communications ◽  
Organizational Stakeholder

By effectively utilizing internal communications, CEOs are able to influence organizational culture and communications, inspire employee loyalty and engagement, and build brand image at both company and personal levels.  In fact, some scholars believe that the CEO is more responsible for fostering forthright, transparent internal communications than the organization’s actual communications function.   CEOs who are successful in promoting internal communications can positively influence organizational stakeholder relationships and better achieve their strategic goals. Through interviews with five CEOs, this paper determined that two-way internal communications was regarded by senior leadership as being necessary for organizational cohesiveness, strategy development, strategic reputation management, boundary spanning, and preemptive problem prevention.  The CEOs interviewed also considered it their responsibility to model and nurture internal communications and regarded the function as contributing to the achievement of their organization’s strategic goals.   Keywords: internal communications, IABC Excellence Theory, CEO, senior leadership, goal achievement

The Role of Social Media in Creating and Maintaining Social Networks Including its Impact on Enhancing Competitive Positioning within the Education Sector

2015 ◽  
pp. 212-230
Author(s):  
Adam Raman
Keyword(s):  
Higher Education ◽  
Social Networks ◽  
Social Media ◽  
Higher Education Institutions ◽  
Communication Strategies ◽  
Strategy Development ◽  
Interactive Communication ◽  
Strategic Goals ◽  
Future Strategy

Social media is being increasingly utilised within society as an interactive communication platform. It has revolutionised the manner in which organisations communicate with their stakeholders, from the old way of simply designing messages and transmitting them across a desired medium, described as a static, one-way communication channel. Communications are the means by which organisations achieve their strategic goals through influencing their stakeholders. Social media allows stakeholders to connect to one another in relational, interactional networks. This means that stakeholders can now interact with organisations and each other and have a greater influence on the outcomes of communication strategies, which was impossible with traditional media. Organisations have less power dictating communications to stakeholders who in turn have more power in co-creating communication with each other. Social media is likely to have a major competitive impact on higher education institutions and these institutions should be accounting for these changes in their future strategy development. This chapter explores how social media is being utilized in organisations.

The Role of Social Media in Creating and Maintaining Social Networks Including Its Impact on Enhancing Competitive Positioning Within the Education Sector

2018 ◽  
pp. 1147-1166
Author(s):  
Adam Raman
Keyword(s):  
Higher Education ◽  
Social Networks ◽  
Social Media ◽  
Higher Education Institutions ◽  
Communication Strategies ◽  
Strategy Development ◽  
Interactive Communication ◽  
Strategic Goals ◽  
Future Strategy

Social media is being increasingly utilised within society as an interactive communication platform. It has revolutionised the manner in which organisations communicate with their stakeholders, from the old way of simply designing messages and transmitting them across a desired medium, described as a static, one-way communication channel. Communications are the means by which organisations achieve their strategic goals through influencing their stakeholders. Social media allows stakeholders to connect to one another in relational, interactional networks. This means that stakeholders can now interact with organisations and each other and have a greater influence on the outcomes of communication strategies, which was impossible with traditional media. Organisations have less power dictating communications to stakeholders who in turn have more power in co-creating communication with each other. Social media is likely to have a major competitive impact on higher education institutions and these institutions should be accounting for these changes in their future strategy development. This chapter explores how social media is being utilized in organisations.

scholarly journals The Rhetorical Construction of Corporate Public Apologies

2021 ◽  
Author(s):  
Amanda Lai
Keyword(s):  
Public Relations ◽  
Reputation Management ◽  
Rhetorical Strategies ◽  
Effective Response ◽  
Rhetorical Strategy ◽  
Rhetorical Construction ◽  
Rhetorical Tradition ◽  
Stakeholder Relationships ◽  
High Profile ◽  
Public Apologies

In this major research paper (MRP), I analyzed the ways in which rhetorical strategies are used in the construction of corporate public apologies. Organizational reputation management has become increasingly important in the digital age. When companies are criticized or accused of wrongdoing, it is essential to issue a timely and effective response to salvage stakeholder relationships. Speaking from the Rhetorical Tradition, Aristotle demonstrated that the art of persuasion is largely built upon three rhetorical appeals: the appeal to pathos (emotion), ethos (character), and logos (logic). Through methods of coding and rhetorical analyses, I examined 7 corporate public apologies released by high profile companies between 2008 and 2012. I found that corporate public apologies tend to appeal to ethos more than any other means of persuasion. Reflecting good organizational character is therefore, germane to organizations in crisis. Employed the least was the appeal to logos, or logic. I found that this rhetorical strategy was used primarily to strengthen other persuasive appeals such as appeals to emotion or character. Logos, used in isolation, was rare and arguably ineffective. It is in my opinion that the focus on rhetorical strategies is lacking in public relations literature. To conclude, I made several recommendations to organizations responding to criticisms or accusations of misconduct. These recommendations are to be taken with the understanding that their effectiveness was not considered for this project.

Strategies for the development of internal communication in public organization: practical aspects and theoretical dilemmas

2016 ◽  
Vol 11 (2) ◽  
pp. 86-93
Author(s):  
Стефанова ◽  
Dimitrina Stefanova ◽  
Василев ◽  
Valentin Vasilev
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Internal Communication ◽  
Strategy Development ◽  
Resources Management ◽  
Communication Audit ◽  
Major Factors ◽  
Hr Strategy ◽  
Internal Communications

Human resources management has changed considerably for the recent years. Crisis situations of various natures are the major factors of development of the science of management. The subject of this article is the role of crisis and efficient human resources management in the modern organization and the specific role of internal communications. The authors prove that the strategy of internal communications should be an indivisible part of the PR-strategy and HR-strategy. Stages of strategy development and features of the communication audit in public institutions are revealed.

The Web Strategy Development in the Automotive Sector

2011 ◽  
pp. 943-970
Author(s):  
Massimo Memmola ◽  
Alessandra Tzannis
Keyword(s):  
Business Strategy ◽  
Optimal Path ◽  
Research Work ◽  
Strategy Development ◽  
The Internet ◽  
Automotive Sector ◽  
Strategic Positioning ◽  
Strategic Goals ◽  
Clear Identification ◽  
The Web

Especially in recent years, a transformation is ongoing: the Web, besides being a means of information sharing (internal-external), becomes a powerful tool for saving costs, reducing the distribution structure, initiating distance transactions, and ever more, becomes a mechanism of integration with the external environment and a catalyst of experiences for all stakeholder. Starting from the identification of the key elements, potentialities, and of the impact of the Internet on firms’ performance, competitiveness, effectiveness, and efficiency, this chapter is focused on the changes in the automotive sector due to the integration between business strategy and Web strategy. Therefore, starting from the consideration of a clear identification and subsequent sharing need of strategic goals, a research work will be presented exploring, on the basis of an interpretative model, the Internet potential in the automotive sector in order to achieve the identification of an optimal path definition and development of Web strategy. This objective will be developed through a desk analysis focused on the strategic positioning of the current businesses in the automotive sector (i.e., complexity evaluation of the presence on the Internet, strategic architecture, quality, and effectiveness of this presence).

Enhancing visualisation to communicate and execute strategy

2014 ◽  
Vol 7 (2) ◽  
pp. 109-126 ◽  
Author(s):  
Kristy de Salas ◽  
Craig Huxley
Keyword(s):  
Corporate Strategy ◽  
Strategy Development ◽  
Business Success ◽  
Strategy Execution ◽  
Content Type ◽  
Strategic Objectives ◽  
Process Maps ◽  
Development Methodology ◽  
Holistic Understanding ◽  
Strategic Goals

Purpose – Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues. Design/methodology/approach – This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined. Findings – Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness. Originality/value – Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.

scholarly journals Algorithm for developing and implementing enterprise strategy

2021 ◽  
Vol 2 (99) ◽  
pp. 302-309
Author(s):  
N. O. Blenda ◽  
◽  
I. I. Cherneha
Keyword(s):  
Development Strategy ◽  
Internal State ◽  
Continuous Process ◽  
External Environment ◽  
Business Environment ◽  
Strategy Development ◽  
Enterprise Strategy ◽  
Strategic Development ◽  
Strategic Goals ◽  
Projected Changes

The article examines the theoretical and methodological foundations and existing approaches to the process of developing an enterprise development strategy. It is established that the procedure of development and implementation of development strategy is a debatable issue among scientists, who determine different methodological approaches to the main stages of strategy development and implementation, components of this process, the relationship and interdependence between them. Based on the research, we propose to identify three stages of the strategy development process, combining 8 phases. The first stage - preparatory or analytical, includes a step-by-step comprehensive strategic analysis of the external and internal environment. The second stage defines the process of strategy development, which includes 4 phases: formulation of the mission; substantiation of strategic goals and determination of strategic gap; development of alternative strategies taking into account the limitations and possible risks, identification of promising and priority areas of development; choice of development strategy. The third stage - the realization of the strategy combines the stages of implementation of the strategy, its evaluation, and adjustment in accordance with unforeseen changes in the external environment. The defined stages of strategy development characterize the current state of the object, the forecasted goals of its development, and actions to achieve them. An important stage in developing a strategy is analytical. It determines the internal state of the system and its necessary changes, in accordance with the projected changes in the external environment, to achieve certain strategic goals. In general, the strategic development of the enterprise is a continuous process of formation and implementation of management decisions aimed at ensuring the strategic dynamism and effective operation in conditions of increased complexity and unpredictability of the business environment.

The Web Strategy Development in the Automotive Sector

2009 ◽  
pp. 170-197
Author(s):  
Massimo Memmola
Keyword(s):  
Business Strategy ◽  
Optimal Path ◽  
Research Work ◽  
Strategy Development ◽  
The Internet ◽  
Automotive Sector ◽  
Strategic Positioning ◽  
Strategic Goals ◽  
Clear Identification ◽  
The Web

Especially in recent years, a transformation is ongoing: the Web, besides being a means of information sharing (internal-external), becomes a powerful tool for saving costs, reducing the distribution structure, initiating distance transactions, and ever more, becomes a mechanism of integration with the external environment and a catalyst of experiences for all stakeholder. Starting from the identification of the key elements, potentialities, and of the impact of the Internet on firms’ performance, competitiveness, effectiveness, and efficiency, this chapter is focused on the changes in the automotive sector due to the integration between business strategy and Web strategy. Therefore, starting from the consideration of a clear identification and subsequent sharing need of strategic goals, a research work will be presented exploring, on the basis of an interpretative model, the Internet potential in the automotive sector in order to achieve the identification of an optimal path definition and development of Web strategy. This objective will be developed through a desk analysis focused on the strategic positioning of the current businesses in the automotive sector (i.e., complexity evaluation of the presence on the Internet, strategic architecture, quality, and effectiveness of this presence).

scholarly journals Conceptual Framework for the Development of a Strategy for the Formation of Social Capital of Local Communities

2020 ◽  
Vol 19 (2) ◽  
pp. 107-115
Author(s):  
O.V. Rogach ◽  
Keyword(s):  
Social Capital ◽  
System Analysis ◽  
Local Communities ◽  
Strategy Development ◽  
Expert Assessment ◽  
Internal Source ◽  
Territorial Development ◽  
The Social ◽  
Strategic Goals ◽  
Conceptual Foundations

the article raises the issues of forming the social capital of local communities as an internal source of territorial development. Based on the methods of comparative and system analysis, as well as the method of document analysis, the conceptual foundations of the strategy for the formation of social capital of local communities have been developed. The author substantiates the conclusion that the formation of social capital as a process should be institutionalized at the municipal level by fixing the corresponding strategy in the normative and project practice of municipalities. The article describes the key sections of the strategy as a document of territorial development, in particular, its methodological core is formed: the principles of social capital formation (expert assessment, taking into account the socio-economic characteristics of municipalities, advanced development, strategic alternatives, scientific justification of the provisions of the strategy for the formation of social capital of local communities); the strategy development algorithm (a flowchart of the process is proposed). The necessity of an incremental approach to the development of strategic goals is argued.

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