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Based on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for corporate communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature. The CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principle of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated. Relevance: The question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications competes internally with other functions (e.g. marketing and human resources) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units. Practical implications: The CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally.

Digitalization is fundamentally changing media ecosystems and posing ethical challenges for media and communication practitioners. One of the professions affected is public relations (PR), which today can analyze target groups based on their digital data traces or spread messages via paid digital channels. Although these practices are effective, they raise ethical concerns. However, it remains unclear whether PR practitioners around the world perceive such practices as morally challenging and whether their perceptions are shaped by individual dispositions or national backgrounds. This study analyzed data collected in 4 cross-national surveys involving 5,970 communication practitioners from 52 countries. Results from multilevel modeling indicate that individual predispositions, that is, personal values and beliefs and age, influence ethical perceptions far more than national context. These findings are interpreted as an indicator of the ongoing globalization of PR ethics, which presumably leads to similar perceptions in different regions.

Ergebnisbericht zu einer qualitativen Studie bei Entscheiden in Kommunikationsabteilungen von Unternehmen, Beratungen und Technologiedienstleistern in Deutschland zur Einführung digitaler Technologien (CommTech) in den Arbeitsprozessen der Unternehmenskommunikation.

Ergebnisbericht zu einer qualitativen Studie bei Entscheiden in Kommunikationsabteilungen von Unternehmen, Beratungen und Technologiedienstleistern in Deutschland zur Einführung digitaler Technologien (CommTech) in den Arbeitsprozessen der Unternehmenskommunikation.

Digital communication tools and practices improve the spread and impact of organisational messages. Quite often, however, they also pose moral problems. This article examines how often public relations practitioners encounter moral issues in their day-to-day work, how they assess digital communication tools and practices in terms of ethics, and the resources on which they rely to tackle moral challenges. Four research questions were addressed in an online survey among 2,324 practitioners who work in PR departments of organisations or in PR agencies across Europe. Results show that PR practitioners face more moral challenges in their daily work than they have faced in the past. Regarding digital communication tools and practices, they report moral concerns especially related to using bots, exploiting personal data for big-data analyses, paying social media influencers, and using sponsored content. Personal values and beliefs are the most important resource for dealing with moral issues—whether because only a minority of practitioners has participated in any formal ethics training within the past three years, or because existing ethical guidelines are outdated. Results call for the development of ethical guidelines that can provide explicit advice in the area of digital communication. Furthermore, structured training programs and ethics courses in graduate programs are needed to enhance practitioners’ ethical knowledge.

Purpose – Corporate communications is often less successful when it is competing for influence with neighboring functions such as marketing or sales within organizations. This article addresses the internal positioning of communication departments by developing a conceptual framework which helps to understand, analyze and optimize their standing in organizations. Design/methodology/approach – The research is based on a literature review across several disciplines (e.g., organizational communication, strategic management) and supported by 26 qualitative in-depth interviews with board members, executives, and communicators in a global industry company. By combining the theoretical and empirical insights, a framework for positioning communication departments within organizations was developed. Findings – The framework depicts seven strategies (e.g., expectation and impression management, supporting ambassadors from other departments) and three spheres of influence (organizational integration, internal perceptions, and social capital) to strengthen the position of corporate communications. Research limitations/implications – The conceptual framework has been supported by one case study so far, and future research may further develop and verify it by applying it to a larger number of companies in different industries. Practical implications – Practitioners can use the framework as an analytical tool to reflect the current situation in their organization and identify opportunities for strengthening it. Originality/value – This article introduces a novel view in the academic debate about the role and influence of corporate communications. It establishes a framework that helps to identify different drivers and strategies, and lays ground for future research.

Digital communication tools and practices improve the spread and impact of organisational messages. Quite often, however, they also pose moral problems. This article examines how often public relations practitioners encounter moral issues in their day-to-day work, how they assess digital communication tools and practices in terms of ethics, and the resources on which they rely to tackle moral challenges. Four research questions were addressed in an online survey among 2,324 practitioners who work in PR departments of organisations or in PR agencies across Europe. Results show that PR practitioners face more moral challenges in their daily work than they have faced in the past. Regarding digital communication tools and practices, they report moral concerns especially related to using bots, exploiting personal data for big-data analyses, paying social media influencers, and using sponsored content. Personal values and beliefs are the most important resource for dealing with moral issues—whether because only a minority of practitioners has participated in any formal ethics training within the past three years, or because existing ethical guidelines are outdated. Results call for the development of ethical guidelines that can provide explicit advice in the area of digital communication. Furthermore, structured training programs and ethics courses in graduate programs are needed to enhance practitioners’ ethical knowledge.

Purpose – Corporate communications is often less successful when it is competing for influence with neighboring functions such as marketing or sales within organizations. This article addresses the internal positioning of communication departments by developing a conceptual framework which helps to understand, analyze and optimize their standing in organizations. Design/methodology/approach – The research is based on a literature review across several disciplines (e.g., organizational communication, strategic management) and supported by 26 qualitative in-depth interviews with board members, executives, and communicators in a global industry company. By combining the theoretical and empirical insights, a framework for positioning communication departments within organizations was developed. Findings – The framework depicts seven strategies (e.g., expectation and impression management, supporting ambassadors from other departments) and three spheres of influence (organizational integration, internal perceptions, and social capital) to strengthen the position of corporate communications. Research limitations/implications – The conceptual framework has been supported by one case study so far, and future research may further develop and verify it by applying it to a larger number of companies in different industries. Practical implications – Practitioners can use the framework as an analytical tool to reflect the current situation in their organization and identify opportunities for strengthening it. Originality/value – This article introduces a novel view in the academic debate about the role and influence of corporate communications. It establishes a framework that helps to identify different drivers and strategies, and lays ground for future research.

Digital communication tools and practices improve the spread and impact of organisational messages. Quite often, however, they also pose moral problems. This article examines how often public relations practitioners encounter moral issues in their day-to-day work, how they assess digital communication tools and practices in terms of ethics, and the resources on which they rely to tackle moral challenges. Four research questions were addressed in an online survey among 2,324 practitioners who work in PR departments of organisations or in PR agencies across Europe. Results show that PR practitioners face more moral challenges in their daily work than they have faced in the past. Regarding digital communication tools and practices, they report moral concerns especially related to using bots, exploiting personal data for big-data analyses, paying social media influencers, and using sponsored content. Personal values and beliefs are the most important resource for dealing with moral issues—whether because only a minority of practitioners has participated in any formal ethics training within the past three years, or because existing ethical guidelines are outdated. Results call for the development of ethical guidelines that can provide explicit advice in the area of digital communication. Furthermore, structured training programs and ethics courses in graduate programs are needed to enhance practitioners’ ethical knowledge.

Purpose – Corporate communications is often less successful when it is competing for influence with neighboring functions such as marketing or sales within organizations. This article addresses the internal positioning of communication departments by developing a conceptual framework which helps to understand, analyze and optimize their standing in organizations. Design/methodology/approach – The research is based on a literature review across several disciplines (e.g., organizational communication, strategic management) and supported by 26 qualitative in-depth interviews with board members, executives, and communicators in a global industry company. By combining the theoretical and empirical insights, a framework for positioning communication departments within organizations was developed. Findings – The framework depicts seven strategies (e.g., expectation and impression management, supporting ambassadors from other departments) and three spheres of influence (organizational integration, internal perceptions, and social capital) to strengthen the position of corporate communications. Research limitations/implications – The conceptual framework has been supported by one case study so far, and future research may further develop and verify it by applying it to a larger number of companies in different industries. Practical implications – Practitioners can use the framework as an analytical tool to reflect the current situation in their organization and identify opportunities for strengthening it. Originality/value – This article introduces a novel view in the academic debate about the role and influence of corporate communications. It establishes a framework that helps to identify different drivers and strategies, and lays ground for future research.

Unternehmen und Organisationen leben mit und durch die interpersonale Mitarbeiterkommunikation. Ein Teil dieser innerbetrieblichen Kommunikation wird unter „Klatsch und Tratsch“ gefasst, was das soziale Miteinander im betrieblichen Alltag im positiven wie im negativen Sinne prägen kann. Da für diesen Austausch Kontrollmechanismen nur ungenügend greifen, wird er ungern gesehen. Dabei entfalten neutrale und positive Aspekte „hidden virtues“, die für ein stabiles und tragfähiges Miteinander im innerbetrieblichen Kontext unabdingbar sind.

Das Wissen um die grundlegende Bedeutung von Kommunikation für die Entstehung, die Konstitution, das Management und die Weiterentwicklung von Unternehmen ist in den Führungsetagen der Wirtschaft heute weit verbreitet. Ebenso verfügen Kommunikationsverantwortliche über profundes Know-how zur Steuerung und Umsetzung von internen und externen Kommunikationsaktivitäten. Vielfach ungeklärt ist jedoch, wie sichergestellt werden kann, dass damit auch übergeordnete Unternehmensziele unterstützt und Strategien realisiert werden. Nur dann ist gewährleistet, dass Aufwendungen für Mitarbeiter-, Marketing- und Finanzkommunikation sowie Public Relations und Public Affairs zur Wertschöpfung beitragen. Dieses Kapitel erläutert zunächst die Bedeutung der systematischen Verknüpfung von Unternehmens- und Kommunikationsstrategien vor dem Hintergrund der Debatte um das Alignment der Unternehmenskommunikation. Darüber hinaus wird anhand praxiserprobter Managementtools gezeigt, wie man a) Kommunikations- und Unternehmensziele abgleichen und verschiedene Wertbeiträge darstellen und b) Kommunikationsziele weiter auf Subziele für einzelne Stakeholder herunterbrechen sowie messbare Leistungskennzahlen (Key Performance Indikatoren) festlegen kann.

Purpose – Corporate communications is often less successful when it is competing for influence with neighboring functions such as marketing or sales within organizations. This article addresses the internal positioning of communication departments by developing a conceptual framework which helps to understand, analyze and optimize their standing in organizations. Design/methodology/approach – The research is based on a literature review across several disciplines (e.g., organizational communication, strategic management) and supported by 26 qualitative in-depth interviews with board members, executives, and communicators in a global industry company. By combining the theoretical and empirical insights, a framework for positioning communication departments within organizations was developed. Findings – The framework depicts seven strategies (e.g., expectation and impression management, supporting ambassadors from other departments) and three spheres of influence (organizational integration, internal perceptions, and social capital) to strengthen the position of corporate communications. Research limitations/implications – The conceptual framework has been supported by one case study so far, and future research may further develop and verify it by applying it to a larger number of companies in different industries. Practical implications – Practitioners can use the framework as an analytical tool to reflect the current situation in their organization and identify opportunities for strengthening it. Originality/value – This article introduces a novel view in the academic debate about the role and influence of corporate communications. It establishes a framework that helps to identify different drivers and strategies, and lays ground for future research.

Digital communication tools and practices improve the spread and impact of organisational messages. Quite often, however, they also pose moral problems. This article examines how often public relations practitioners encounter moral issues in their day-to-day work, how they assess digital communication tools and practices in terms of ethics, and the resources on which they rely to tackle moral challenges. Four research questions were addressed in an online survey among 2,324 practitioners who work in PR departments of organisations or in PR agencies across Europe. Results show that PR practitioners face more moral challenges in their daily work than they have faced in the past. Regarding digital communication tools and practices, they report moral concerns especially related to using bots, exploiting personal data for big-data analyses, paying social media influencers, and using sponsored content. Personal values and beliefs are the most important resource for dealing with moral issues—whether because only a minority of practitioners has participated in any formal ethics training within the past three years, or because existing ethical guidelines are outdated. Results call for the development of ethical guidelines that can provide explicit advice in the area of digital communication. Furthermore, structured training programs and ethics courses in graduate programs are needed to enhance practitioners’ ethical knowledge.

Kommunikationsabteilungen und Kommunikationsverantwortliche stehen im internen Wettbewerb um Ressourcen und Einfluss im Unternehmen. Um sich gegenüber der Unternehmensleitung, Business Partnern in Geschäftseinheiten und anderen Zentralbereichen als strategisch relevante Managementfunktion zu positionieren, muss man den Beitrag der eigenen Aktivitäten zum Unternehmenserfolg begründen können. Dazu sind die Definition eines klaren Leistungsportfolios und das Herausstellen der eigenen Qualitäten und Kompetenzen unerlässlich. Dieser Beitrag skizziert überblicksartig den aktuellen Forschungsstand zur Positionierung von Kommunikationsabteilungen und erläutert grundlegende Begriffe und Konzepte. Er reflektiert das zunehmende Leistungsspektrum der Unternehmenskommunikation und stellt relevante Befunde zu den Berufsrollen und Selbstverständnissen von Kommunikationsverantwortlichen vor. Darüber hinaus werden zwei neue Bezugsrahmen zur Systematisierung von Leistungen und Berufsrollen vorgestellt, die wissenschaftlich fundiert und in der Praxis anwendbar sind: das Communications Contributions Framework und das Communication Manager Roles Grid. Der Beitrag schließt mit einem Ausblick, wie Praktiker und Wissenschaftler die Positionierung von Kommunikationsabteilungen bzw. Kommunikatoren analysieren und Ziele zur Verbesserung der Stellung im Unternehmen definieren können.

The challenge of linking communication activities with organizational goals starts with creating the necessary structural preconditions by establishing a systematic communication controlling system in public sector organizations. Communication departments need to align all communication activities with overarching goals and measure communication impact on the organizational outflows accordingly. This chapter (i) reflects on the theoretical concept of communication management and communication controlling; (ii) introduces a multi-level framework of communication effects; (iii) explains how to link communication with organizational goals through the use of value link models and scorecards; (iv) reports on the application of evaluation and measurement practices based on empirical insights across several countries; (v) illustrates a best practice case of how communication and organizational strategy can be aligned in practice; and (vi) reflects on critical aspects and questions for future research.

The question of what comprises communication management has caused numerous discussions among communication scholars representing different theoretical and disciplinary angles. Communication management is generally defined as steering communication processes in organizational contexts along the phases of analyzing, planning, organizing, executing, and evaluating with the aim of contributing to organizational goals and value creation. The term has however often been interpreted in different ways, and it is used inconsistently throughout the literature: first, as an umbrella term for all types of goal-oriented communication encompassing the related concepts of public relations, corporate communication, or strategic communication; second, as an equivalent or as a replacement for the term public relations; third, as a specific stream of research within these fields in the tradition of managerial functionalism. In view of the inconsistent use of terminology, scholars have discussed what uniquely defines and distinguishes the concept of communication management from public relations, corporate communication, or strategic communication. The field of communication management does not have its own distinct monographs, anthologies, or textbooks per se, but continues to share close ties with the disciplines mentioned above. Therefore, this entry aims to offer a broad collection of references relevant to the discussion of communication management. Characteristic of communication management scholarship is the theoretical orientation toward management research and the empirical reflection of how communication professionals manage the organization’s communication with stakeholders and publics. The core contribution of a managerial understanding of communication is the notion that communication management is an organizational function embedded in the overall governance and steering of an entity, oriented toward securing the efficiency and effectiveness of all activities and the sus

Dieses Buch gibt einen umfassenden Überblick zu bestehenden Ansätzen, Methoden und Instrumenten für das strategische Kommunikationsmanagement in Unternehmen. Es behandelt die folgenden Themenbereiche: Der Beitrag von Kommunikation zur Wertschöpfung Toolbox für das Kommunikationsmanagement: Analysetools, Planungstools, Umsetzungstools, Evaluationstools Neue Tools für das Kommunikationsmanagement Anwendungsbeispiele für die Toolbox Top-Tools und Erfolgsfaktoren Weiterhin werden im Buch „Toolbox Kommunikationsmanagement - Denkwerkzeuge für die Steuerung der Unternehmenskommunikation“ aktuelle Erkenntnisse aus der internationalen Forschung neu systematisiert und mit empirischen Daten sowie Best-Practice-Beispielen aus der Kommunikationspraxis von Unternehmen in Deutschland verknüpft. Erfolgreiche Kommunikationschefs berichten darüber hinaus über ihre eigenen Erfahrungen und praktische Lösungsansätze. Ein optimaler Wegweiser für Unternehmensleitung und Kommunikationsverantwortliche Ansgar Zerfaß und Sophia Charlotte Volk stellen konkrete Tools zum Management der Kommunikation vor und wenden sich damit an alle, die den Beitrag der Unternehmenskommunikation zum Organisationserfolg ganzheitlich verstehen und steuern wollen. Die in diesem Buch erwähnten Tools sind zum Beispiel: Communication-Touchpoint-Analyse Zieleradar Sentiment-Analyse Communication Value Circle Maßnahmenportfolio Issue Maps Communication Scrum Mit dieser umfassenden Betrachtung des Kommunikationsmanagements richtet sich dieser praktische Wegweiser in erster Linie an die Unternehmensleitung und an Kommunikationsverantwortliche.

Die Diskussion um Strategien im Spannungsfeld zwischen Intention und Emergenz ist ebenso alt wie der Einsatz von Strategien selbst. Neu ist allerdings dabei der Blick auf kleine und mittlere Unternehmen. Diese Organisationen haben spezifische Eigenschaften, die ihnen einerseits besondere Vorteile in dynamischen Umwelten gegenüber Großunternehmen verschaffen, andererseits aber häufig eine strategische Planung behindern. Dieser Beitrag vergleicht zunächst literaturgestützt den Istzustand der strategischen Kommunikation von KMU mit den Anforderungen, die Wissenschaft und Praxis an die Kommunikation stellen. Im Mittelpunkt stehen danach die Ergebnisse einer quantitativen Befragung von 310 Kommunikationsverantwortlichen kleiner und mittlerer Unternehmen in Deutschland, um aufzuzeigen, inwiefern sich die Ergebnisse der Literaturanalyse in der Kommunikationspraxis wiederfinden lassen. Abschließend wird anhand kontroverser Strategieparadigmen diskutiert, inwiefern die strategische Mittelstandskommunikation zu Unrecht einem rückschrittlichen Strategieverständnis verschrieben ist, oder vielmehr ein Musterbeispiel für kritische Ansätze der Strategieforschung darstellt.

What are the main ethical challenges for strategic communication and public relations professionals today? How can researchers help in understanding and dealing with these challenges in a complex and interconnected world? This book offers some answers to these questions, based on contributions by researchers from different European countries and other continents. The chapters of the first section focus on general concepts about communication and public relations ethics as well as corporate social responsibility. Three sections then deal with: the specific situation of communication and PR ethics in various European countries; the evolution of ethical skills of communication professionals; and the interaction between communication ethics and the public sphere. The final two sections offer insights on recent research in public relations, like employee communication and engagement, mentoring in public relations and the evolution of media relations and social media communication.

What are the main ethical challenges for strategic communication and public relations professionals today? How can researchers help in understanding and dealing with these challenges in a complex and interconnected world? This book offers some answers to these questions, based on contributions by researchers from different European countries and other continents. The chapters of the first section focus on general concepts about communication and public relations ethics as well as corporate social responsibility. Three sections then deal with: the specific situation of communication and PR ethics in various European countries; the evolution of ethical skills of communication professionals; and the interaction between communication ethics and the public sphere. The final two sections offer insights on recent research in public relations, like employee communication and engagement, mentoring in public relations and the evolution of media relations and social media communication.

What are the main ethical challenges for strategic communication and public relations professionals today? How can researchers help in understanding and dealing with these challenges in a complex and interconnected world? This book offers some answers to these questions, based on contributions by researchers from different European countries and other continents. The chapters of the first section focus on general concepts about communication and public relations ethics as well as corporate social responsibility. Three sections then deal with: the specific situation of communication and PR ethics in various European countries; the evolution of ethical skills of communication professionals; and the interaction between communication ethics and the public sphere. The final two sections offer insights on recent research in public relations, like employee communication and engagement, mentoring in public relations and the evolution of media relations and social media communication.

What are the main ethical challenges for strategic communication and public relations professionals today? How can researchers help in understanding and dealing with these challenges in a complex and interconnected world? This book offers some answers to these questions, based on contributions by researchers from different European countries and other continents. The chapters of the first section focus on general concepts about communication and public relations ethics as well as corporate social responsibility. Three sections then deal with: the specific situation of communication and PR ethics in various European countries; the evolution of ethical skills of communication professionals; and the interaction between communication ethics and the public sphere. The final two sections offer insights on recent research in public relations, like employee communication and engagement, mentoring in public relations and the evolution of media relations and social media communication.

What are the main ethical challenges for strategic communication and public relations professionals today? How can researchers help in understanding and dealing with these challenges in a complex and interconnected world? This book offers some answers to these questions, based on contributions by researchers from different European countries and other continents. The chapters of the first section focus on general concepts about communication and public relations ethics as well as corporate social responsibility. Three sections then deal with: the specific situation of communication and PR ethics in various European countries; the evolution of ethical skills of communication professionals; and the interaction between communication ethics and the public sphere. The final two sections offer insights on recent research in public relations, like employee communication and engagement, mentoring in public relations and the evolution of media relations and social media communication.

What are the main ethical challenges for strategic communication and public relations professionals today? How can researchers help in understanding and dealing with these challenges in a complex and interconnected world? This book offers some answers to these questions, based on contributions by researchers from different European countries and other continents. The chapters of the first section focus on general concepts about communication and public relations ethics as well as corporate social responsibility. Three sections then deal with: the specific situation of communication and PR ethics in various European countries; the evolution of ethical skills of communication professionals; and the interaction between communication ethics and the public sphere. The final two sections offer insights on recent research in public relations, like employee communication and engagement, mentoring in public relations and the evolution of media relations and social media communication.

What are the main ethical challenges for strategic communication and public relations professionals today? How can researchers help in understanding and dealing with these challenges in a complex and interconnected world? This book offers some answers to these questions, based on contributions by researchers from different European countries and other continents. The chapters of the first section focus on general concepts about communication and public relations ethics as well as corporate social responsibility. Three sections then deal with: the specific situation of communication and PR ethics in various European countries; the evolution of ethical skills of communication professionals; and the interaction between communication ethics and the public sphere. The final two sections offer insights on recent research in public relations, like employee communication and engagement, mentoring in public relations and the evolution of media relations and social media communication.

What are the main ethical challenges for strategic communication and public relations professionals today? How can researchers help in understanding and dealing with these challenges in a complex and interconnected world? This book offers some answers to these questions, based on contributions by researchers from different European countries and other continents. The chapters of the first section focus on general concepts about communication and public relations ethics as well as corporate social responsibility. Three sections then deal with: the specific situation of communication and PR ethics in various European countries; the evolution of ethical skills of communication professionals; and the interaction between communication ethics and the public sphere. The final two sections offer insights on recent research in public relations, like employee communication and engagement, mentoring in public relations and the evolution of media relations and social media communication.

This article introduces one emergent theoretical perspective from the North American research field of organizational communication that has come to be called “communication constitutes organization“ (CCO). The CCO perspective ascribes to communication a fundamental role in the constitution of organizations: Organizations basically consist of interconnected events of communication.

Since its first issue in 2007, results of the European Communication Monitor (ECM) have allowed identifying public relations and communication management tendencies in Europe, describing the main characteristics of practitioners of this area as well as communication instruments used, strategic topics, executive roles or its influence on corporate decisions, among other aspects. This transnational macro-survey, where 2,209 professionals from 43 different countries participated in 2011, was conducted in cooperation with academicians from eleven European universities, the European Public Relations Education and Research Association (EUPRERA), and the European Association of Communication Directors (EACD). In the survey, those questions which allow making a longitudinal analysis of the ECM surveys between 2007 and 2011 (Zerfass, Van Ruler, Rogojinaru, Verèiè, y Hamrefors, 2007; Zerfass, Moreno, Tench, Verèiè, y Verhoeven, 2008, 2009, 2010 and 2011) and study cases in relation to Spanish professionals were isolated, with the purpose of giving a global overview about the evolution of this practice in Spain during the last five years., Desde su primera edicion en 2007, los resultados del European Communication Monitor (ECM) han permitido identificar las tendencias en relaciones publicas y la gestion de la comunicacion en Europa, describiendo las caracteristicas principales de los profesionales del sector, asi como los instrumentos de comunicacion que utilizan, los temas estrategicos, roles ejecutivos o su influencia en las decisiones corporativas, entre otros aspectos. Esta macroencuesta transnacional, que en 2011 conto con la participacion de 2.209 profesionales de 43 paises, se lleva a cabo en colaboracion con academicos de once universidades europeas, la European Public Relations Education and Research Association (EUPRERA) y el apoyo de la European Association of Communication Directors (EACD). En este estudio se han aislado las preguntas que permiten un analisis longitudinal de las encuestas del ECM entre 2007 y 2011 (Zerfass, Van Ruler, Rogojinaru, Ver.i., y Hamrefors, 2007; Zerfass, Moreno, Tench, Ver.i., y Verhoeven, 2008, 2009, 2010 y 2011) y los casos de estudio correspondientes a profesionales espanoles con el objetivo de ofrecer una vision panoramica sobre la evolucion de la profesion en Espana en el ultimo lustro

Since its first issue in 2007, results of the European Communication Monitor (ECM) have allowed identifying public relations and communication management tendencies in Europe, describing the main characteristics of practitioners of this area as well as communication instruments used, strategic topics, executive roles or its influence on corporate decisions, among other aspects. This transnational macro-survey, where 2,209 professionals from 43 different countries participated in 2011, was conducted in cooperation with academicians from eleven European universities, the European Public Relations Education and Research Association (EUPRERA), and the European Association of Communication Directors (EACD). In the survey, those questions which allow making a longitudinal analysis of the ECM surveys between 2007 and 2011 (Zerfass, Van Ruler, Rogojinaru, Verèiè, y Hamrefors, 2007; Zerfass, Moreno, Tench, Verèiè, y Verhoeven, 2008, 2009, 2010 and 2011) and study cases in relation to Spanish professionals were isolated, with the purpose of giving a global overview about the evolution of this practice in Spain during the last five years., Desde su primera edicion en 2007, los resultados del European Communication Monitor (ECM) han permitido identificar las tendencias en relaciones publicas y la gestion de la comunicacion en Europa, describiendo las caracteristicas principales de los profesionales del sector, asi como los instrumentos de comunicacion que utilizan, los temas estrategicos, roles ejecutivos o su influencia en las decisiones corporativas, entre otros aspectos. Esta macroencuesta transnacional, que en 2011 conto con la participacion de 2.209 profesionales de 43 paises, se lleva a cabo en colaboracion con academicos de once universidades europeas, la European Public Relations Education and Research Association (EUPRERA) y el apoyo de la European Association of Communication Directors (EACD). En este estudio se han aislado las preguntas que permiten un analisis longitudinal de las encuestas del ECM entre 2007 y 2011 (Zerfass, Van Ruler, Rogojinaru, Ver.i., y Hamrefors, 2007; Zerfass, Moreno, Tench, Ver.i., y Verhoeven, 2008, 2009, 2010 y 2011) y los casos de estudio correspondientes a profesionales espanoles con el objetivo de ofrecer una vision panoramica sobre la evolucion de la profesion en Espana en el ultimo lustro

„Corporate Citizenship“ ist in den vergangenen Jahren zum Schlagwort für unternehmerische Verantwortung avanciert. Der vorliegende Beitrag zeigt die Herausforderungen auf, die sich im Zuge eines Engagements als Corporate Citizen an die Unternehmung stellen. Die Art und Weise der Unternehmenskommunikation spielt bei der Umsetzung von Corporate Citizenship eine wesentliche Rolle. Besonders geeignet erscheint das Kommunikationsinstrument des Unternehmensdialogs. Dies wird anhand einer Fallstudie des Sportartikelherstellers Nike verdeutlicht, an der sich zeigen lässt, welche Formen der Unternehmenskommunikation auf dem Weg zur Legitimierung unternehmerischen Handelns ergriffen werden.

„Corporate Citizenship“ ist in den vergangenen Jahren zum Schlagwort für unternehmerische Verantwortung avanciert. Der vorliegende Beitrag zeigt die Herausforderungen auf, die sich im Zuge eines Engagements als Corporate Citizen an die Unternehmung stellen. Die Art und Weise der Unternehmenskommunikation spielt bei der Umsetzung von Corporate Citizenship eine wesentliche Rolle. Besonders geeignet erscheint das Kommunikationsinstrument des Unternehmensdialogs. Dies wird anhand einer Fallstudie des Sportartikelherstellers Nike verdeutlicht, an der sich zeigen lässt, welche Formen der Unternehmenskommunikation auf dem Weg zur Legitimierung unternehmerischen Handelns ergriffen werden.

Return on Investment (ROI) is a term commonly and non-specifically used by public relations practitioners when discussing the value to be created from communication activities. It mimics business language, particularly from business administration and financial management, but does not figure widely in academic discourse (Watson, 2005). The Institute for Public Relations [now CIPR] undertook a review of ROI practice in the United Kingdom (IPR/CDF 2004) and Likely, Rockland and Weiner (2006) proposed variations of ROI as alternatives to the discredited Advertising Value Equivalence (AVEs) measure of value creation. There has, however, been little discussion other than Macnamara (2007) and Gregory and Watson (2008). This paper gives an overview on the limited discussion of ROI in public relations literature and of concepts used by agencies and providers of measurement services in Europe, although this is a global issue. It reports on survey research among practitioners in many European countries on identifying the economic value of public relations. The findings are compared with the concepts of ROI used in business and accounting literature (Weber & Schäffer, 2006; Drury, 2007). Applied theory and parameters for the development of measurement and evaluation techniques are proposed. The paper concludes that the use of the term ROI in public relations needs a proper foundation in overriding management theory; otherwise public relations theory and practice will discredit themselves.

Return on Investment (ROI) is a term commonly and non-specifically used by public relations practitioners when discussing the value to be created from communication activities. It mimics business language, particularly from business administration and financial management, but does not figure widely in academic discourse (Watson, 2005). Although the Institute for Public Relations [now CIPR] undertook a review of ROI practice in the United Kingdom (IPR/CDF 2004) and Likely, Rockland & Weiner (2006) proposed variations of ROI as alternatives to the discredited Advertising Value Equivalence (AVEs) measure of value creation, there has been little discussion other than Macnamara (2007) and Gregory and Watson (2008). This paper gives an overview on the views of ROI in public relations literature and concepts used by agencies and providers of measurement services. It reports on survey research amongst practitioners in several European countries on identifying the economic value of public relations. The findings are compared with the concepts of ROI used in business and accounting literature (Weber and Schäffer, 2006; Drury, 2007). Applied theory and parameters for the development of measurement and evaluation techniques are proposed. The paper concludes that the use of the term ROI in public relations needs a proper foundation in overriding management theory; otherwise PR theory and practice will discredit themselves.