Post on 18-Jan-2018
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ByStefania RomentiAssistant Professor, PH.D.IULM University
Theories in Corporate Communication
1. Publics & Stakeholders
2. Stakeholder engagement & Corporate reputation
3. Dialogue management
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Publics & Stakeholders
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Stakeholder engagement & reputation
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Granarolo’s reputation
Vision & Leadership
Social responsibility
Quality of products
Innovation
Financial performance
Internal climate
Employees engaged in re-definition and dissemination of core values
Multi-stakeholder workshops about
sustainability results
Partnerships with suppliers to enhance the quality of
products
“Groups of Change” to reflect on future
challenges
“Archimede’s Groups” to develop a more
cooperative internal climate
Partnerships with suppliers to reduce costs
Romenti S. (2010) «Reputation and Stakeholder engagement: an Italian case Study», Journal of Communication Management, 14(4).
Dialogue managementIn public relations studies, dialogue as an orientation, which highlights an ethical approach to manage relationships between organizations and publics (Kent, Taylor, 1998; 2002; Spooner, 2009)
Dialogue as a conceptual evolution of two way symmetrical communication (Kent, Taylor, 1998; 2002)
“Dialogue is defined not as a process, but a product of communication and relationships” (Kent, Taylor, 1998; 2002).
Five characteristics of dialogic orientation (Kent, Taylor, 2002):Mutuality
Propinquity
Empathy
Risk
Commitment
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Five strategic principles of online dialogic communication (Kent et al., 1998):
Dialogic loop
Usefulness of information
Generation of return visits
Ease of interface
Rule of conservation of visitors
Applications of dialogic principles to websites (Kent et al., 2003),
blog (Seltzer, Mitrook, 2007), Facebook (Sweetzer, Lariscy, 2008) and
Twitter (Ribalko, Seltzer, 2010)
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Dialogue in Organizational studiesDialogue and organizational learning and knowledge production
(Isaacs, 2001, Schein, 2003; Mazutis, Slawinski, 2008)
Dialogue as a critical mechanism or process through which organizations could build a
common experience or environment where participants can learn collectively
Dialogue and organizational development and change (Jacobs,
Heracleous, 2005; Skordoulis, Dawson, 2007; Barret et al. 2005; Ford, Ford, 1995)
Dialogue as enabler of organizational change, a means to cultivate critical thinking and to
stimulate participants involvement to change processes.
Dialogue and the organizing process (Gergen et al., 2004; Kuhn, 2008)
Dialogue as constitutive of organizations. It is “a discursive coordination that could bring
organization into being effectively”. Organizations as a “macro-conversation of interactions“
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Dialogue in Management studies
Dialogue and management learning (Cunliffe, 2002; Gray, 2007)
Dialogue as a useful tool to stimulate critical reflection and facilitate management
learning process
Dialogue, strategy development and decision making (Von Krogh, Roos,
1995; Huisman, 2001; Mosainder, Stenfors, 2008)
Dialogue as a mean that facilitates groups interactions in decision making processes.
Dialogue could also be considered an ideal locus where decision are discussed and taken.
• Dialogue, collaborative management and consensus building (Nielsens,
1981; Innes, 2004; Heath, 2007)
Dialogue as tool to improve relationships between stakeholders in collaborative groups.
Dialogue is also an useful medium to interact with key stakeholders in order to build
consensus.
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