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The research relevance is predefined by the importance of communication as a necessary competence of process management in the enterprise. The main aim is to analyse the key principles of building communications in the management of business processes of modern enterprises. The results were obtained to illustrate the importance of building communication both within the enterprise, regardless of its affiliation to a particular area of business. The interrelation of social, technical, and managerial components of the communication system within a single enterprise, determines communication in general. The practical significance lies in the possibility of their use in the construction of business, based on a high-quality task setting for all participants of the communication process, tracking the overall level of its perception and execution. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: Communication departments are increasing in importance and scope to generate value for the organization. By adopting a business model approach, firms become able to optimize the services provide by communication departments, and to identify how to maximize value and enhance the efficiency of communications management. Originality/value: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [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]

The progressive adoption of Information and Communication Technologies (ICT) in the business world has generated a radical transformation in operational and communication management, both internally and externally. ICT are present at all levels of today's society, from the largest multinational corporations to individuals. The objective of this research is to provide an analysis of the trends and prospects of ICT in business management. For this purpose, a scientometric analysis and a systematic review in Scopus and SciELO was conducted during the last 5 years, from 2018 to 2022. The inquiry indicates that the thematic relationships show divergences, in turn, the emerging trends represent a greater variety with respect to the intermediate and consolidated ones. Likewise, it is necessary to opt for the democratization of knowledge regarding technology; in this way, ICT must be an indisputable part of organizations, regardless of the category, size or purpose. The main limitation to the application of ICT is the lack of knowledge about them, or their misleading praxis; therefore, emphasis is placed on the adoption or efficient learning of the tools that will be the protagonist of future progress. [ABSTRACT FROM AUTHOR]

The objective of this study is to reflect on the practices and uses of secrecy and confidentiality as a mechanism or instrument of government of the monarchy during the Old Regime, paying special attention to documentary instruments and personal actors that allowed the development of a way of resolution, management and communication of business different and in many occasions parallel to the socalled "ordinary route" of the courts and institutions. [ABSTRACT FROM AUTHOR]

Today, it is a fact that effectively managing communication resources and corporate communication process makes institutions different from each other and adds value to institutions. With this value, institutions stand out among their peers and gradually gain reputation. In this context, with the intense competition environment brought by globalization, how institutions reflect themselves to their stakeholders is becoming increasingly important. In addition, the communication and interaction that institutions establish with their stakeholders also affect their reputation levels independently of the production of goods/services. Corporate reputation is one of the main determinants of corporate sustainability in the long run. Developing corporate reputation only by establishing high interaction with internal and external stakeholders; brings with it the necessity of good communication. In this context, for institutions; a consistent, balanced and uninterrupted communication performance has become inevitable. Corporate communication can only function properly as long as reciprocity and interaction are observed. In addition, information acquisition/exchange, which enables institutions to achieve their goals in interaction with their stakeholders and requires the redefinition of the corporate vision, is possible with the effective use and diversification of communication resources. The only way to effectively use the communication resources available in most institutions is to adopt a systematic and strategic management approach. The communication process carried out within the framework of a strategic management approach is one of the most important elements that make institutions superior to each other in the eyes of stakeholders. This strategic communication management also positively affects corporate reputation. Corporate Communication conceptualized in this context; it is extremely important to determine the scope that meets the requirements of interaction with the stakeholders, to establish/develop/protect corporate reputation and ultimately to ensure corporate sustainability. In this context, the aim of the study is to examine the role of corporate communication management in the process of reputation building, which is based on the creation and strategic use of communication resources. In the study, first of all, the conceptual framework of corporate communication management was mentioned, and then it was associated with corporate reputation. [ABSTRACT FROM AUTHOR]

The communication field features a majority of female professionals; however, their professional situation is uneven. This inequality is against the development of values in society and the necessary legitimacy of companies and organizations. Gender discrepancies in the profession include differences in hiring, salaries, and promotions, as shown by recent quantitative and qualitative studies on the wage gap, the glass ceiling, low wages, and a lack of women in senior management, such as CEO and corporate management positions. This research aims to empirically analyze the gender differences in the communication management profession in Spain. Thus, we present four gender problems identified by previous works, which have never been systematically and globally studied in Spain: the so-called feminization of the profession, wage discrimination, the glass ceiling, and factors external to the organization where professionals work. Data based on two groups of professional surveys are statistically analyzed, observing that these problems also affect the profession in Spain. [ABSTRACT FROM AUTHOR]

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Research Question/Issue: This paper investigates whether the communication between managers and corporate site visitors facilitates managerial learning in improving management forecast accuracy. Research Findings/Insights: Using corporate site visit (CSV) data from 2009 to 2016, we find that the frequency of corporate site visits is positively related to management forecast accuracy. The positive relationship between corporate site visits and forecast accuracy is stronger when visitors have greater expertise and advanced industry knowledge and when firms are visited during a period of high business uncertainty and are subject to high sensitivity to industry shocks. These findings are consistent with the managerial learning hypothesis. Our results are robust to endogeneity concerns and alternative CSV measures. Theoretical/Academic Implications: Previous literature on voluntary disclosure assumes that managers are endowed with a private set of information and decide how much of that to reveal. In this paper, we find that corporate site visits serve as a communication channel through which managers learn from investors. Overall, we provide evidence that private communication is a two‐way channel through which visitors learn useful information from managers and vice versa. Practitioner/Policy Implications: We provide evidence that the private information acquisition process is also a channel of information sharing that increases management forecast accuracy. Our results could be useful to policymakers who may care about the information acquisition cost of investors when evaluating the benefit of corporate site visits. [ABSTRACT FROM AUTHOR]

The article describes the curriculum of the Academy for Dental Technology in Hamburg, which provides young dental technicians with the skills to successfully run a business and achieve their own goals. The master's examination prepares the learners for general business administration and teaches them strategies for competitiveness, starting or taking over a business, as well as for the further development of the business. The master schools provide students with tools such as marketing, communication, and personal development to experiment empirically after the examination. The article emphasizes that communication is important both internally in the laboratory and externally with customers, suppliers, and business partners. The text also covers topics such as complaint management, conflict management, and employee discussions. The article emphasizes that good communication and effective management are essential for success in dental technology. [Extracted from the article]

Objective: To investigate the substantive rationality inherent to the practice of impression management (IM). Originality/value: Based on the taxonomy created by Merkl-Davies and Brennan (2011), it is analyzed: 1. the discussion under the sociological perspective; and 2. the actions of substantive rationality in the management of impressions that can manifest through actions of symbolic management. This study responds to the call of Merkl-Davies et al. (2011) by putting into practice an unconventional analytical model based on the use of the corporate reports (annual and sustainability) of the company JBS with special attention to the "Carne Fraca" [Weak Meat] Operation. Design/methodology/approach: A content analysis of the accounting narratives of JBS' corporate reports between 2015 and 2018 was carried out. Findings: Accounting narratives suggest evidence of IM and substantive rationality. The preparers of the corporate reports used substantive rationality to legitimize the company's actions, with the most significant manifestations of this practice in the 2017 report, the year of the "Carne Fraca" operation. The implications of this research lie in demonstrating evidence that guides companies regarding the use of accounting narratives to convince society of their actions as consistent with the structure of social rules and norms. Furthermore, we emphasize that the accounting narratives must be analyzed with caution since they can be elaborated under the influence of the manager's opportunistic behavior. [ABSTRACT FROM AUTHOR]

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]

Existing theoretical models of team innovation emphasize internal team processes and external conditions that facilitate or hinder innovation, but these models tend to be more suited for incremental than for radical innovation. Teams developing radical innovations face greater uncertainty and risk of failure and often encounter unanticipated challenges that require the concerted efforts of the team as a whole to move the project forward rather than face termination. Drawing on state goal orientation theory, we analyze the motivational drivers that position teams to effectively deal with such challenges. We propose a novel approach for managing team motivational states that involves adapting team goal preferences at key points in the innovation process in order to achieve radical innovation success. We advance a model highlighting teams’ ability to dynamically shift shared goal orientations to meet acute “shocks” that disrupt regular team activities and threaten the survival of the innovation project. We identify the roles of ambidextrous leadership and reflexive team processes in achieving goal orientation shifts as important factors in radical innovation success. Although unanticipated challenges related to idea development and idea promotion may occur in both radical and incremental innovation projects, we argue that the effects are stronger the more radical the innovation. [ABSTRACT FROM AUTHOR]

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]

If innovative work practices improve performance, why does the intensity of their adoption vary substantially across establishments? Following a lead suggested by some sociological studies, the authors empirically investigate the role of social networks (ties to other organizations) in the organizational learning associated with diffusion of innovative work practices. Using establishment data on formal affiliation and other network measures, they find that managerial participation in networks--specifically, in industry and cross-industry associations, civic organizations, and the internal networks of multi-unit firms--positively affected both the probability that high-performance work practices and employee training programs would be adopted and, where they were adopted, the intensity of their adoption. Furthermore, multiple affiliations raised the likelihood that an establishment would pursue an intensive approach to work reorganization and training. [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]

Total Quality Management (TQM) is having its day as an approach embraced by practitioners to improve human and technical relationships within organizations. Providing a theoretical framework for their study, the authors look at the relation among concepts of intraorganizational communication, attitudes of organizational commitment and perceptions of organizational support. The role of communication within TQM organizations is defined and clarified through a survey of the existing literature. The study compares two organizations that identify themselves as implementing a TQM approach with one non-TQM organization, a university. This article provides a cautionary tale to even the best of managers who seek to be open and receptive to feedback from employees. The importance of internal marketing in the everyday life of a company, not just in moments of crisis, is emphasized in a recent survey conducted by Yankelovich Partners Inc. The authors used the triangulation method to study employee attitudes to e-mail and e-mail policies at a major university library.

This article analyzes organizational functioning from the perspective of social cognitive theory, which explains psychosocial functioning in terms of triadic reciprocal causation. In this causal structure, behavior, cognitive, and other personal factors and environmental events operate as interacting determinants that influence each other bidirectionally. The application of the theory is illustrated in a series of experiments of complex managerial decision making, using a simulated organization. The interactional causal structure is tested in conjunction with experimentally varied organizational properties and belief systems that can enhance or undermine the operation of the self-regulatory determinants. Induced beliefs about the controllability of organizations and the conception of managerial ability strongly affect both managers' self-regulatory processes and their organizational attainments. Organizational complexity and assigned performance standards also serve as contributing influences. Path analyses reveal that perceived managerial self-efficacy influences managers' organizational attainments both directly and through its effects on their goal setting and analytic thinking. Personal goals, in turn, enhance organizational attainments directly and via the mediation of analytic strategies. As managers begin to form a self-schema of their efficacy through further experience, the performance system is regulated more strongly and intricately through their self-conceptions of managerial efficacy. Although the relative strength of the constituent influences changes with increasing experience, these influences operate together as a triadic reciprocal control system. [ABSTRACT FROM AUTHOR]

This study examined the impact of agency risks and task uncertainty on venture capitalist-chief executive officer (VC-CEO) interaction. Results from 51 VC-CEO dyads indicate that the frequency of interaction depends on the extent of VC-CEO goal congruence, the degree of the CEO's new venture experience, the venture's stage of development, and the degree of technical innovation it is pursuing. However, contrary to conventional expectations, the degree of management ownership had no impact on the frequency of interaction. [ABSTRACT FROM AUTHOR]

Many competing hypotheses have been advanced to account for the apparent effectiveness of Japanese management practices. The present review of some of the leading theories attempts to classify and clarify the state of knowledge of Japanese management. Although each theory may be correct as a partial explanation of Japan's success, no single conceptualization has captured the complexity of Japan's managerial achievement. Further development of integrated, internally consistent models is needed. [ABSTRACT FROM AUTHOR]

The article focuses on increasing sales productivity by getting salespeople to work smarter. The cost of selling has increased significantly over this decade. A recent survey reports that the average cost of an industrial sales call is $131, and the total selling cost to close a sale is $751 at 5.5 calls per completed sale. However, a salesperson's personal contact with a customer is, and is likely to remain, the most effective method of making a sale. Increasing the salesperson's effectiveness during an interaction, thus, continues to be a major sales management task. The research with over 2000 sales-people working for over 200 companies indicates that a key factor for increasing salesforce productivity is getting salespeople to work smarter during their interactions with customers. This view contrasts the principle underlying many motivation programs currently in practice which are designed toward motivating salespeople to work harder-to spend more time selling, make more calls, and put in more effort with tough customers. The studies have found that the performance of industrial salespeople is more strongly related to what salespeople do rather than how hard they work.

The most important factor, having the greatest influence on management, goes to communication. Without this feature, management cannot work in any domain. Due to the development of management, communication acquired new forms, corresponding to management, shaping the concept of managerial communication. At the same time, any experienced manager needs to approach a certain type of communication efficient in the management process. A good example of relation between management and communication would be the interaction of the manager of an organization, both with the internal and with the external environment. When we say the external environment we refer to collaborators, clients or possible negotiations the organization can have with them. Both on the managerial level and internally, communication has a positive and efficient influence on the way the organization develops its activity. Managerial communication is valid and largely used by the individuals operating in the managerial department. [ABSTRACT FROM AUTHOR]

Urgency of the research. The need to develop the theoretical foundations of the use of risk management tools of the social and labor sphere, based on the specifics of their manifestation and features of the object, goals and methods of managerial influence. Target setting. It is advisable to study general approaches to social risks management and to study the specifics of the functioning of the social and labor sphere. Actual scientific researches and issues analysis. The most important current scientific developments have been analysed: R. Mihălcioiu devoted his researches to the problems of development of risk management of the German labor market; H. Vykopalová explores the institutional factors involved in social risks management; E. Eizenberg and Y. Jabareen focused on the problems of forming the conceptual foundations of management theory; Y. Sonsino, M. Veitch have made predictive assessments of social risks in the context of global risk dynamics. Uninvestigated parts of general matters defining. The researchers pay insufficient attention to the specifics of the manifestation of risks in the social and labor sphere in the face of increased openness and an increase in the number of risk factors of the domestic labour market. The research objective. The article is intended to identify risk factors determination the social and labour sphere. The statement of basic materials. The article notes the close relationship between the risks of social and labour sphere and economic risks. A comparative analysis of the development of the social and labour sphere of Ukraine and the certain European countries by the given indicators was carried out. The process of risk management in the social and labour sphere is divided into stages: analysis; choice of methods of influence on the basis of their assessment; management decision making; direct impact on risks; control and adjustment of results. Conclusions. The basis of a balanced approach concerning the practice of minimizing the risks of the social and labour sphere should be the construction of integrated risk assessments based on the methodological principles. [ABSTRACT FROM AUTHOR]