Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

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.