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The article presents a case study on the perception and evaluation parameters of communication management by general directors of trade fair organizations affiliated with the International Association of Trade Fairs of America AFIDA, which brings together more than fifty organizations in Latin America, Spain and Portugal. A bibliographical review of various theories, models, and studies on the measurement and evaluation of communication was carried out. The emphasis has been placed on publications made in the present century with the aim of identifying and parameterizing how to measure, evaluate and assess communication management. The studies and proposals made in the present century were analyzed, focusing on whether there is a clear methodology to measure communication, and the interest in measurement. The state of strategic communication in the professional field, the characteristics of excellent communication, and the follow-up to the key aspects of the profession have been examined. Trends, roles and best practices of the profession, budgets, and functions of communication measurement and evaluation. In addition, several substantial inputs for communication management and evaluation have been identified as the Barcelona principles which have been reissued and updated twice. The framework for monitoring communication that presents several levels of impact for the measurement and evaluation of communication. The culture of active listening to stakeholders recommended by the Melbourne Mandate. In recent years, new contributions have been made, such as the Integrated Evaluation Framework, the global model of public relations and communication and several strategic communication impact indicators, among others. With this information, the proposal of components for the measurement and evaluation of strategic communication management was constructed as a theoretical contribution, consisting of twenty variables grouped into six components: management function of communication, diagnostic research, approach to objectives, results to be obtained, evaluation methods and results report. Each of them represents a parameter that allows self-assessment and determination of whether the communication management of an organization reaches the strategic level. The proposal Components of the measurement and evaluation of strategic communication management, represents the theoretical basis on which the case study of the present investigation is carried out, which has as objectives to know the perception and the evaluation parameters of the management of the communication from the perspective of the general directors of the fair organizations affiliated to the International Association of Fairs of America, Spain and Portugal AFIDA. The research was conducted through semi-structured interviews with directors of trade fair organizations that are or have been members of AFIDA's board of directors and who attended the 51st Latin American Congress of the Trade Fair and Convention Industry, held in Bogota in April 2022. A survey was also applied to the remaining CEOs attending the congress. The information-gathering instruments included questions regarding to the influence and competence of the communication directors, department budget, alignment of communication objectives, results to be obtained, evaluation methods, and communication results reports. The most relevant results show that the directors' perception of communication management is more operational than strategic, the main function of the communication director is to advise top management, communication objectives have little alignment with organizational objectives and there is a weakness on the part of the Dircoms to manage and include organizational and financial indexes in the reports. [ABSTRACT FROM AUTHOR]

In a constantly changing socio-political environment, organizations tend to develop and maintain a good public image. This can be done by adopting a communication policy. This strategic tool allows to control communication flows both internally and externally, notably in a technological context affecting the circulation of information. The author examines the properties of this policy, the methods of its elaboration and its implementation.

Highlights • Digital and social media are reported to be the most important communication channels. • However, practitioners report low to moderate skills in using social media. • Practice focus is on technical skills, tactics, and one-way messaging. • Therefore, major gaps exist between practice and theory. • Future directions for theory and practice are explored. Abstract A number of studies of the knowledge, skills and abilities (KSAs), competencies and capabilities of public relations and communication professionals have been carried out in the USA, UK and other countries. However, most have not engaged to any significant extent with literature in the human resource development field which specializes in defining and developing these characteristics. Also, few studies to date have related the KSAs, competencies and capabilities of practitioners to the key activities of public relations and communication management required for the future. This article presents findings and analysis from a regional survey conducted in 22 Asia-Pacific countries in 2017/18 that compared, for the first time, the capabilities of practitioners in relation to activities identified as the most important over the next three years. This data, and comparison with equivalent regional surveys in Europe and Latin America, confirm a gap in capabilities in relation to key communication activities and suggest a gap in theory as well as practice. The findings and conclusions present a challenge for higher education and professional development for public relations and communication management and point to potential future directions in theory building. [ABSTRACT FROM AUTHOR]

Highlights • Crisis team members at the P-12 level face challenges created by media interest in school crisis events. • Sensationalism, seeking alternative routes to information, and framing are key challenges school crisis team members face in working with the media. • Administrators focus on creating media plans and building relationships with the media pre-crisis. • Post-crisis, crisis team members develop messages focused on being accurate but guarded, and communicating reassurance and reunification. Abstract Schools at the P-12 level increasingly face crises related to school shootings, violence, and other tragedies. Understanding the communication challenges schools face is paramount to assisting schools with communication before, during, and after crisis events. The current study focuses on the challenges created by media interest in such crises and the strategies implemented to overcome these challenges and provide responsible information to stakeholders. Interviews conducted with 21 school crisis teams at the P-12 level revealed that sensationalism, seeking alternative routes to information, and framing were key challenges in working with the media. In light of these challenges, administrators focused on creating media plans, building relationships with the media, being accurate but guarded, and communicating reassurance and reunification. Implications are discussed for school districts nationally. [ABSTRACT FROM AUTHOR]

Highlights • Based on an online survey of a random sample of the PRSA membership, this study is among the first to explore practitioners' own turnover intention. • Supportive organizational environment, trust, and work-life enrichment directly affected practitioners' decision to stay. • Other contributing factors than work environment, trust, and work-life enrichment should also be examined in future studies. • It is also critical to explore individual' nuanced experiences and develop communication strategies targeted toward different demographics. • Top management, internal communication managers, and industry leaders can play an instrumental role in using the results of the study. Abstract Based on an online survey of a national random sample of the PRSA membership (n = 650), this study is among the first to explore public relations employees' own turnover intention and propose three contributing factors for employers to keep top talent in PR industry: a family-supportive organizational environment; the positive, enriching impact of professional work upon practitioners' life; and PR practitioners' trust toward employers. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

The amount of internal communication research has flourished during the past decade, and scholars have examined the role of internal communication in affecting employee and organizational outcomes. Despite the increasing literature, knowledge, and research of internal communication in Latin America is largely missing. Given this reality, this study explored the status of internal communication in Latin America through the lens of 20 experienced internal communication professionals from nine Latin American countries. Taking a multi-iteration consensus-building approach, this Delphi study enabled the expert panel to individually elaborate and collectively evaluate shared observations regarding the definition, characteristics, importance, and current reality of the field. Specifically, this study examined how practitioners define and understand internal communication, the skills and knowledge needed to perform internal communication, the value of internal communication, and the state of internal communication practice in Latin America. The findings of the current study enriched and diversified the extant body of knowledge that is U.S. and European-centered. • Examined internal communication practices in nine Latin American countries. • Top knowledge and skills needed for internal communication were presented. • Practitioners recognized the strategic value of internal communication. • Internal communication in Latin America has progressed in the past decade. • Measurement remains overlooked for many organizations in Latin America. [ABSTRACT FROM AUTHOR]