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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.

Purpose The purpose of this paper is to examine the status quo of communication evaluation and measurement practices in communication departments of companies, non-profits, and other organizations across Europe. Design/methodology/approach The study argues that the challenge to conduct reliable measurement is threefold: first, communication professionals have to understand and develop skills how to conduct evaluation; second, they have to evaluate whether communication activities have reached those goals in practice; and finally, they have to use those insights to advance and manage their future activities. These aspects are elaborated in the literature review. A quantitative survey of 1,601 professionals from 40 European countries was conducted to research prerequisites, implementation and benefits of communication measurement and compare practices across types of organizations. Findings Although robust knowledge of empirical research methods and their application for measuring communication effects is indispensable, many practitioners lack the necessary expertise to conduct reliable evaluation and measurement. Communication departments seldom measure communication effects on stakeholders and organizational goals. Many remain focused on media and channels. Last but not least, organizations do not fully exploit the potential of measurement data for strategically planning future communication activities. Practical implications The findings highlight the need to reconsider current education and training in communication research methods and their application in corporate practice. Knowledge about conducting applied research is as important as asking meaningful questions and using insights for management decisions in a corporate environment. Evaluation methods are often discussed, but individual skills and the organizational use of insights are important as well. This might be tackled through additional training in social science research techniques, sophisticated valuation methods, and decision making. Originality/value The large-scale study shows that communication measurement practices are still in a nascent stage. Joint efforts of academics and professional associations have not really changed the situation until now. The three dimensions used in this research (skills, practices, and utilization) can be used to assess the measurement readiness of individual organizations, to conduct further research in other regions, and to identify future challenges for advancing the field.