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The paradigm shift within the administrative framework of domestic higher education institutions (universities) towards marketing management necessitates the incorporation of innovative methodologies in relation to their positioning, branding, and brand communications. Consequently, there exists merit in scrutinizing and assimilating the progressive experiences of leading European universities within the realm of their brand communications. The article presents the results of analysis of universities' branding activities in a qualitative case study of ten EU universities, which occupy leading positions in the Shanghai Academic International Ranking of Universities. An examination of the preceding decade reveals discernible qualitative transformations in the modalities through which universities articulate their inherent values. In the initial years of the second decade of the 21st century, preeminent values encompassed excellence (or quality), social justice (or diversity), third mission (or outreach), academic orientation, community (or collaboration), internationalization, and performance measurement (or evaluation) (Mampaey, Huisman, and Seeber (2015). These values were extensively disseminated by universities as part of their brand communications. Emergent values observable in the contemporary brand communications of leading EU universities include: autonomy, academic freedom, innovative mindset, creation of an innovative ecosystem, marketization of research, ethics and academic integrity, sustainable and climate-friendly organization, make a difference approach, impact, openness, courageousness, effectiveness, solution-oriented thinking, life-long partnership, creation the environment, society confidence, brand development, creativity, cultural influence. An evolution in brand communication strategies of EU universities has been discerned. While the early years of the second decade of the 21st century witnessed a notable convergence in these strategies among leading universities, accompanied by "mimic" strategies by less competitive institutions, the current trend reflects a divergence in these approaches. This differentiation is evidently driven by the distinctive characteristics inherent to each university, a strategic vision for future development, and a proactive inclination to establish a distinct and clearly differentiated position within the competitive landscape. [ABSTRACT FROM AUTHOR]

This paper aims to present a systematic literature review that discusses the importance of Stakeholder Management (SM) and Communication Management (CM) for Non-Governmental Organizations (NGOs). Through a systematic search in three databases, 35 studies were identified that met the inclusion criteria and addressed the area of SM and CM, focusing on the perception of the influence of CM on stakeholder engagement and satisfaction of their needs, as a Critical Success Factor (CSF) for project success. A mapping of the findings is also presented. Additionally, the limitations found in the literature were discussed and possibilities for future research are proposed. The study emphasizes the relevance of SM and CM for the success of NGO projects and highlights the need for more strategic and integrated approaches to managing these factors. Thus, this article contributes to the debate on SM and CM in NGO projects, offering effective practices for the successful management of these CSF. [ABSTRACT FROM AUTHOR]

In the past years the relatively new field of veterinary management faced incredible challenges. In order to maintain the fluent workflow and guide the veterinary practitioners through economic and health crises the profession itself demanded a new skill-set to be implemented focused on the so-called soft skills. The present study focused on a survey among owners, managers and employees at veterinary clinics and hospitals in order to establish the level at which they have implemented some non-technical skills in their work. We investigated the amount of time during the workhours which the respondents used for non-clinical tasks as communication with animal owners, suppliers, governmental officers, colleagues, financial management and time management. The conclusions drawn could be used for improvement of the curriculum for veterinary professionals, addressing their needs for acquiring and updating their non-clinical skills and competences in managing their businesses. [ABSTRACT FROM AUTHOR]

Purpose: The main purpose of the article is to identify the ways in which sports organisations communicate online, mainly using social media. An additional objective is to find differences in the target audience in social media on the basis of the numbers determining the activity of the audience of the communication pages. The reason for the article was also to identify a relatively novel and easy mathod to measure the effects of communication through these media. Design/methodology/approach: To achieve the intended purpose, a method of desk research and numerical data covering the activity of selected sports clubs (organisations) on the most popular portals in the period from 1 to 31 July 2023 was used. The data will be statistically analysed using standardised indicators to enable comparison. The subjects of the study were the three leading sports clubs of the highest men's football competition class in Poland, as the most active in the online space and generating the highest interest. Findings: The outcome of the study was to establish a ranking of the use of social networking sites in the clubs' communication with their stakeholders and the differences between the effects of messages in these media. Research limitations/implications: The main limitations of the study are the variety of factors that can influence communication management in sports organisations, as well as the multichannel nature of the methods of reaching stakeholders. The main focus of the paper is on social media and how to use data from this source. In the future, this approach can be adapted in solving communication management problems. Practical implications: The method used in the article is flexible, allowing it to be used freely to find out the effectiveness of companies' social media activities. Companies operating in homogeneous markets receive, thanks to the presented one, a tool for recognising their competitive position in terms of marketing communication and the effectiveness of its tools on the Internet. Social implications: It is assumed that with the optimal application of the proposed survey method, a tool is gained for the objective evaluation of the communication management policy through social media. The method replaces a qualitative assessment of this management, showing the position among different types of media or competitors. Originality/value: The article is aimed at various companies active in the online space in multiple social media. The novelty is that publicly available data is standardised and thus comparable. This in turn influences communication management not only at the social media level, but also in multi-channel marketing. [ABSTRACT FROM AUTHOR]

This study aimed to describe and analyze social responsibility communications management at large companies in Ecuador, Colombia, and Chile and contribute empirical observations to understand sustainability management in Latin America better. The study followed a quantitative approach and conducted a survey based on the Communications and Sustainability Convergence Model. The survey was administered to 96 executives in the three countries, who were asked to rate their practices in these two dimensions. Notwithstanding the limitations associated with survey respondents self-evaluating their practices, we found that most of the companies surveyed categorize their communications and sustainability management as more strategic than tactical and that their practices fit within a scenario known as the Common Good, which aims at creating a triple social, economic and environmental value. However, conceptual differences emerge when understanding sustainability and where it should be focused within the organization. Further research is recommended to help achieve a consensus on the concept of sustainability and how it can be implemented through communications initiatives that benefit both organizations and the communities in which they operate. [ABSTRACT FROM AUTHOR]

Since 2020, the COVID-19 pandemic has affected not only Indonesia but also other countries in the world. The economic impact of the Covid-19 pandemic has been felt by the Indonesian people since the implementation of the large-scale social restrictions (PSBB) on March 15, 2020. Community activities are forced to be carried out through digital transformation in services, transactions, and work, for example, the Government of the Republic of Indonesia. This research was conducted to determine the digital communication management planning, activities, and evaluation of the Government of the Republic of Indonesia in an inclusive and sustainable economic recovery in Indonesia. The objective of this research is the Government of the Republic of Indonesia. This study uses the method of Phenomenology of Edmund Husserl. Having the concept of phenomenology as a scientific method that does not start with doubt, direction, and the truth of an experience. Data were collected by means of observation, interviews, and documentation. Data analysis techniques in this study use data reduction, data display, and verification of Miles and Huberman. Based on the data findings, data results, and discussions that the researchers have submitted, it can be concluded that the Government of the Republic of Indonesia has implemented Digital Communication Management both from planning, activities, and evaluation in inclusive and sustainable economic recovery through the importance of directed and coordinated digital communication planning through agenda setting and framing are well conceptualized. Digital communication planning of the Government of the Republic of Indonesia through the Ministry of Communication and Information of the Republic of Indonesia, the Ministry of Tourism and Creative Economy of the Republic of Indonesia and the Ministry of Cooperatives of MSMEs of the Republic of Indonesia has been going well with many trainings held so that there are many benefits for the community. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Changes in consumer behavior in accessing information in the digitalization era have become a challenge for radio broadcaster RRI Medan to maintain its existence. Therefore, communication management needs to innovate and develop effective communication strategies to stay relevant and interesting to listeners. This research was conducted to determine the communication strategy of broadcaster RRI Medan in maintaining its existence in the digitalization era. This type of research is descriptive qualitative which aims to explain and describe. Researchers use content analysis in analyzing data. The data analysis used in this study is data reduction, data presentation, and conclusions. Radio conveys information and instructions to its listeners quickly, or it can be said that it is also delivered directly. Having a good communication strategy as well as interesting content really helps radio in maintaining its existence in society. In addition, Broadcasters are the spearhead for broadcast radio. The research results show that. RRI Medan also makes it easier for listeners to listen to broadcasts through the RRI play go application and other internet access. In this effort, RRI Medan can maintain its existence in the digitalization era. [ABSTRACT FROM AUTHOR]

Communication is a process of transmitting and/or transforming information, ideas, opinions for the purpose of establishing relationships between individuals or groups of individuals. Almost entirely, the activities organized by individuals are based on the need for communication (see Maslow's pyramid, Herzberg's theories, Alderfer, Douglas Mc. Gregor). Communication is the indispensable element for the optimal functioning of any human community, regardless of its nature and size. The continuous exchange of messages generates the unity of vision and, implicitly, of action, by harmonizing the knowledge of the goals, ways and means to achieve them, by promoting the necessary skills, by the relative homogenization of the groups in the emotional, motivational aspect (opinions, interests, beliefs, attitudes). Management communication is a form of human communication, a management tool with which the manager can perform specific tasks: Forecasting, training, organization, coordination, control, management, management, management, management, management, management, management, management, management, management, management, management, management, management, management, management, management, management, assessment. Being part of the management process (Henry Fayol joins the communication of planning, forecasting, organization and command as one of the five basic elements of management), by which the manager understands the subordinates by making themselves understood by them, managerial communication is oriented not only towards the transmission of messages, but also towards the communication of the management. but also towards changing mentalities and their psychological adaptation to the objectives of the enterprise. Managerial communication is an organization, in carrying out foreign policy and at the same time a network of information that is particularly useful in carrying out the internal policy of the institution. In conclusion, modern management gives a particularly important role to communication, which it considers a vital component of the management system of any organization, either belonging to private management or belonging to public management. [ABSTRACT FROM AUTHOR]

Copyright of Espacio, Tiempo y Forma. Serie VII, Historia del Arte is the property of Editorial UNED and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper's purpose is to present our Holopraxis Transdisciplinary Management theory (HPTD-M), including concrete examples of Communication and Mindsets, which is part of the main text that includes seven HPTD-M models. For those who want to get deeper in the hard skills of engineering, economics, business and public administration, there are three more HPTD-M models in the Appendix, referred to public administration and quality of public expenditure. Relevance: our HPTD-M theory involves troubleshooting in open systems of knowledge. Our framework is ancient, however corroborated by modern physics and Jungian psychology. [ABSTRACT FROM AUTHOR]

The article focuses on the globalization of management practices, emphasizing the increasing standardization of managerial knowledge across various sectors worldwide, despite differing socio-political contexts. It explores the challenges of reconciling diverse management ideologies and practices, advocating for a nuanced understanding that considers both global diffusion and local adaptation of management principles.

Abstracts are presented to articles including "The risks and rewards of speaking up: Managerial responses to employee voice" published in a 2012 issue of "Academy of Management Journal," "Tourist crowding perception and acceptability in cities: An applied modeling study on Bruges," published in a 2012 issue of "Annals of Tourism Research" and "The economic value of celebrity endorsements" published in a 2012 issue of "Journal of Advertising Research."

The article discusses the interaction of top management and middle management in terms of organizational effectiveness, strategic business planning, and the formulation of organizational goals. The interactions between upper and middle management teams are defined in terms of an interface, and a series of propositions is formulated in order to better analyze this interface. Topics addressed include business communication, trust, and role behavior, as well as issues related to decision theory and the implementation of performance objectives.

The Intercultural Communication Motivation Scale (ICMS) is a tool to assess the intercultural communication motivation of candidates for international assignments. The ICMS performed well in four studies conducted with undergraduate students in New Zealand, the United States, the United Arab Emirates, and Germany. Generally showing a stable fi ve-factor structure, high test-retest correlations, very high Cronbach's alphas, and almost no social desirability bias in self and peer evaluations, the ICMS is sensitive enough to detect test-retest differences. Thus, socially responsible strategic international HR programs can use this scale to reliably evaluate employees and their families for specifi c international locations. © 2009 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The article examines how management science researchers and academics might more fruitfully collaborate with actual managers. The two groups are separated by, among many other things, the language and intellectual structure with which they attack management problems. The linear, structured "academic" methodology and language employed by management scientists is often baffling to managers trained to think more holistically about the issues confronting them. The articles previously published in the history of this publication are analyzed for the amount of information provided directly relating to management practice. The creation of relationships between management science academics and managers beyond collaborative research projects are shown to be desirable, and the difficulties of creating them acknowledged. Such relationships may well thrive in settings less formal than collaborative research projects.

An examination of how academic researchers attempt to make their work presentable and understandable for management audiences. Problems often arise due to the conflicting interests of both parties. Researchers are concerned with working within the existing disciplinary boundaries, while individuals in managerial positions want quick solutions to specific problems. The author presents some of the popular methods that researchers use to communicate their findings to these individuals.

We asked two leaders with experience in both military and corporate leadership, Dr. Ervin J. Rokke and Walter F. Ulmer Jr., to describe their perceptions of the differences between these two arenas. Both believe that compared to most corporate entities, the military provides greater opportunities for early leadership, uses participation and feedback to strengthen communications, prioritizes the welfare of subordinates, and emphasizes a foundation of core values.They also note that the transparency of both corporate and military approaches to leadership has led to shared learning and that despite operating in different environments, military and business have much to learn from eachother.©2007 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This paper examines the impact of managers' social capital on managerial performance. Two dimensions of social capital are compared--the structural embeddedness (i.e., configuration) of a manager's network of work relations and the relational embeddedness (i.e., quality) of those relations. Based on a sample of 120 product and sales managers in a Fortune 100 pharmaceutical firm, this paper presents evidence indicating that both elements of social capital influence managerial performance, although in distinct ways: structural embeddedness plays a stronger role in explaining more routine, execution-oriented tasks (managerial sales performance), whereas relational embeddedness plays a stronger role in explaining new, innovation-oriented tasks (managerial performance in product and process innovation). This research considers resource exchanges within firms as key to value creating behaviors and contributes a deeper understanding of how social capital influences productive resource exchanges. [ABSTRACT FROM AUTHOR]

Firms simultaneously face the need to cooperate with and control an alliance partner. To complement the transaction cost perspective's emphasis on the need to control and limit opportunistic behavior, we examine the sources and impact of the cooperation costs incurred in order to work with a partner. We propose that these costs increase with greater joint task complexity and interpartner diversity, and perceptions of equitable behavior affect the perceptions of these costs. Hypotheses derived from the framework are tested in a sample of 231 contractual alliances between architects and general contractors in the Hong Kong construction industry. We find that both cooperation costs and transaction costs affect the level of time and effort a manager expends on an alliance, supporting our fundamental proposition that the costs of cooperation and control are conceptually and empirically distinct. We argue that cooperation costs should be incorporated into studies that compare the choice of alternative partners and alliance structures, as well as among the broader categories of market, hierarchy, and hybrid governance forms. [ABSTRACT FROM AUTHOR]

Based upon findings from the organizational communication, management, and marketing literatures, this study evaluates three competing models describing sales force communication. The results of the analysis suggest that the theorized PEO (Sales Manager Communication Practices↵ Sales Force Communication Environment↵ Salesperson Communication and Job Outcomes) Model best accounts for the relations between sales manager communication practices and salesperson communication and job outcomes. Specifically, the PEO Model holds that sales manager communication practices are positively associated with salesperson perceptions of communication quality. Communication quality is positively associated with salesperson satisfaction with communication; salesperson communication satisfaction is positively related to salesperson's job satisfaction and organizational commitment. These results and their implications for developing an effective sales force communication environment are detailed. [ABSTRACT FROM AUTHOR]

This article examines the impacts of two types of meeting facilitation that occur in traditional and GSS environments: process and content facilitation. Based on existing facilitation, leadership, and GSS research, and structuration theory, the authors articulate hypotheses regarding the impact of GSS use and each type of meeting facilitation on meeting processes and of meeting processes on outcomes. Meeting processes examined in this study included relationship development, participation, issue-based conflict, interpersonal conflict, and negative socioemotional conflict. Outcomes explored were the groups' satisfaction with the decision made and with their meeting process, and the quality of the groups' decision products. Empirical investigation provides the following findings: Process facilitation had a positive impact on meeting processes. Content facilitation had a negative impact on meeting processes. The interaction between GSS use and both process and content facilitation had no significant effect on meeting processes. Meeting processes had a strong positive impact on satisfaction, but no impact on product quality. Implications for meeting facilitation are discussed and future research directions proposed. [ABSTRACT FROM AUTHOR]

This paper places corporate identity studies in a historical context with the writer arguing that there have been four distinct phases in the area's evolution. Currently, there is increasing international and interdisciplinary contact between scholars engaged in identity research. Recent developments have led the writer to postulate that the literature on corporate identity, organisational identity and corporate communication may be regarded as forming the basic building blocks of a new, cognate area of management which in time may be known as Corporate Marketing. However, the marketing mix as applied to organisations in their totality will need to be rethought. In this paper the zips are extended to IOPs with philosophy, personality, people, performance, perception and positioning complementing the existing 4Ps. In addition, the author identifies nine key interfaces, which need to be examined by managers and consultants when reviewing an organisation's identity. [ABSTRACT FROM AUTHOR]

This paper presents the results of 16 laboratory markets designed to test the theoretical assertion that, when disclosures are credible, managers/sellers will fully disclose private information to potential investors/buyers. Sellers are predicted to disclose all information so as not to be classified as having the worst possible information. This experiment manipulated two treatments: the number of disclosure options available to the seller and the buyers' knowledge of those disclosure options. The results show that, after repealed dealings between sellers and buyers, the sellers moved toward full disclosure. Buyers adjusted their bidding strategies in response to the seller's disclosure strategy in all markets except those that had both (1) a large number of disclosure options and (2) no knowledge by buyers of the disclosure options. These results may provide some perspective on the market-based results that show that investors do not react in a fully skeptical fashion with respect to managerial disclosures. Our results suggest that knowledge of the menu of disclosure options may increase the speed of markets adjusting to disclosures, particularly when the menu of disclosure options is large. [ABSTRACT FROM AUTHOR]

This article examines the value of communication in a setting in which the owner and the manager of a firm differentially share the costs and benefits of information acquisition. Absent communication, the optimal contract induces allocative distortions to enhance the information content (about whether the manager expended effort in searching for additional information pertinent to the allocation decision) of the observed output. Communication has value because it reduces the value of the information externality in the observed output and, thus, reduces allocative distortions. Hence, the results lend support to the use of accounting reports (e.g., budgets) and ex post monitoring of decisions (e.g., an internal audit) in managerial performance evaluation. However, unless the manager's search is observable, it is optimal to use the information in the observed outcomes in compensating the manager. This finding highlights that the optimality of observed resource allocation practices cannot be evaluated independently of the larger problem of motivating the manager to acquire pertinent information because the information acquisition and resource allocation problems cannot be decomposed. [ABSTRACT FROM AUTHOR]

Previous research on selection of source and medium has tailed to consider the dynamic, temporal aspects of information acquisition. In this paper a model that integrates the decision-making and communication literatures is developed. Media selection is viewed beyond an immediate incident to the range of media and sources used throughout the entire decision-making process. Propositions are derived from the model and future empirical research and implications are discussed. [ABSTRACT FROM AUTHOR]

The preceding articles have presented useful theoretical and methodological insights. In many cases there is agreement among the authors about where researchers have been and what their next steps should be. In our concluding statement we would like to elaborate on these issues of theory and the implications they hold for proceeding with this research. [ABSTRACT FROM AUTHOR]

This study examined the relationship between various characteristics of organizations-including resource inputs, context, rules and regulations, goals, climate, and informal systems-and the effectiveness and efficiency of organizations. Data were collected from 172 secondary schools. Discriminant analyses of the data with the organizations categorized along effectiveness and efficiency domains revealed that different sets or configurations of organizational characteristics were meaningfully related to the different organizational classifications. [ABSTRACT FROM AUTHOR]

The relationships between influence methods of project managers and their project performance are investigated. Findings indicate that influence methods emphasizing work challenge and expertise are postively and significantly associated with the performance ratings of the project managers, with the openness of upward communication, with project involvement, and with project support. [ABSTRACT FROM AUTHOR]