Global public relations

transcript

1 / Verčič, Zerfass & Wiesenberg

Global public relations and communication management: A European Perspective

Dejan Verčič, Ansgar Zerfass, Markus WiesenbergResearch Colloquium, World Public Relations Forum, Madrid, September 2014

Universität Leipzig. Paving ways since 1409.

Agenda

Global public relations and communication management

Five core research questions

Methodology

Findings

Outlook and perspectives

Questions & Answers

Global public relations

Theoretical framework for global public relations

Glocalization and world class public relations

Generic principles and specific applications

Cross-national conflict shifting

English as business lingua franca

Research questions

RQ 1: How important is international communication for European CCOs?

RQ 2: What are the main challenges for international public relations practice?

RQ 3: How is international public relations function organized?

RQ 4: What strategies are used to internationalise communication function?

RQ 5: What are the main challenges in international public relations for the future?

Methodology: mixed methods design

Quantitative survey

part of a larger online survey among communication professionals in Europe (n = 2.802) in March 2013

sub-sample analyzed:579 communication headsof listed companies (53.9%) or private companies (46.1%)

53.9% female; 46.1% male

74.6% with more than 10 yearsexperience on the job

statistical data analysis

Qualitative survey

structured questionnaire with eight open-ended questions

invitations sent to 281 CCOs of global companies in Europe in August 2013

Respondents: 42 global communication heads of listed and private companies, average: 67,000 employees, based in 12 different countries

30 male and 12 female

inductive content analysis

How important is international communication for European CCOs?

International communication is a daily business for 90%

n = 579 heads of communication (CCOs) of companies in

Europe. The values show how many of the respondents

approved each statement. Significant differences between

listed and privately-owned companies (chi-square test, p

≤ 0.05, Cramér’s V = 0.209).

Listed

companies

Privately-owned

companies

Overall

Frequency % Frequency % %

Yes, regularly 199 63.4 140 52.8 58.5

Yes, sometimes 89 28.3 96 36.2 32.0

No 26 8.3 29 10.9 9.5

One out of five CCOs oversees communication in more than 20 countries

approved each statement. Significant differences between

listed and privately-owned companies (chi-square test, p

≤ 0.05, Cramér’s V = 0.132).

Listed

companies

Privately-owned

companies

Overall

Up to 5 countries 106 36.8 113 47.9 41.8

6 to 10 countries 59 20.5 51 21.6 21.0

11 to 20 countries 47 16.3 28 11.9 14.3

More than 20 countries 76 26.4 44 18.6 22.9

International is perceived as very important

EuropeAll items are measured on a 5-point scale

ranging from 1 (strongly disagree) to 5 (strongly agree). *

= p ≤ 0.05.

Listed

companies

Privately-owned

companies

Overall

M SD M SD M t df

Communicating internationally

is important for the organisation

4.26 1.131 4.03 1.226 4.15 2.377* 543

Communicating internationally

will become more important

within the next three years

4.22 1.083 4.12 1.118 4.17 1.042 554

Europe, North America, East Asia top the list

approved each statement.

Listed

companies

Privately-owned

companies

Overall

Europe 286 99.3 234 99.2 99.2

North America 124 43.1 97 41.1 42.2

East Asia 92 31.9 67 28.4 30.3

Middle East 84 29.2 64 27.1 28.2

Latin America 90 31.3 62 26.3 29.0

South and Southeast Asia 78 27.1 62 26.3 26.7

Africa 64 22.2 45 19.1 20.8

Pacific 51 17.7 47 19.9 18.7

What are the main challenges for international public relations practice?

Major challenges

Europe. All items are measured on a 5-point scale

ranging from 1 (not challenging) to 5 (very challenging). *

= p ≤ 0.05.

Listed

companies

Privately-owned

companies

Overall

M SD M SD M χ2 Φ

Developing communication

strategies with social, cultural and

political sensitivity

3.86 1.004 4.00 0.979 3.93 9.859* .145

Monitoring public opinion and

understanding stakeholders

3.83 0.979 3.98 1.044 3.90

Understanding structures of media

systems and public spheres

3.72 1.066 3.86 1.053 3.78

Hiring and leading local

communication experts for the

own organisation

3.39 1.178 3.36 1.203 3.38

How are international public relations functions organized?

Only about half of the CCOs report solid structures for international communication

•n = 579 heads of communication (CCOs) of companies in

ranging from 1 (strongly disagree) to 5 (strongly agree).

** = p ≤ 0.01.

Listed

companies

Privately-owned

companies

Overall

M SD M SD M t df

My organisation has solid

structures and strategies for

international communication

3.67 1.155 3.37 1.164 3.53 3.096** 559

Centralization

“Central structure (with standards and policies) is key! The rest may be democratic, but causes chaos and unwanted ‘independency’ with strange strategies and statements.”

(Head of Corporate Communication, Austria)

Aligned decentralization

“Aligned Decentralisation: meaning headquarters responsible for the corporate story (vision, mission, values, global strategy, targets), corporate standards (global messages, policies such as corporate design and key-wording), while regional/national communications units should ensure aligned transformation in regional/national/local statements. However, online communications remain global dues to the ‘flat world’ we live in.”

(Head of Corporate Communication, Switzerland)

Decentralization

“My approach is decentralised management to be closer to the business, but with clear guidelines and a lot of communication with the central.”

(Director of Communication, Spain)

What strategies are used to internationalise communication function?

Strategies used to internationalize the communication function

ranging from 1 (not challenging) to 5 (very challenging).

Listed

companies

Privately-owned

companies

Overall

M SD M SD M

Implementing management structures

(planning, organisation, evaluation)

3.36 1.019 3.51 1.051 3.43

Communicating in multiple languages 3.26 1.283 3.32 1.194 3.29

Enforcing corporate design rules 3.03 1.252 3.23 1.129 3.12

Selecting and working with

communication agencies in those

countries

3.06 1.106 3.16 1.199 3.10

What are the main challenges in international public relations for the future?

From comms departments to comms companies

“We will see a move from companies that have communication departments to communicating companies.”

(Head of Communication Services, Switzerland)

“1) Communication skills and capabilities need to be made part of the skills set of all leaders in the organization.

2) Communication training and social media enablement for all employees.

3) Communication related items will have to be part of values, vision and mission.”

(Head of Group Communication, Germany)

Further questions for research

How to balance centralization / decentralization, central authority and local autonomy?

How to tackle diversity?

How to develop globally experienced staff? How to educate them and how to train them?

How to prepare global comms initiatives?

Should global comms planning processes become compulsory?

Questions & Answers

Dr. Dejan Verčič

Professor of Public RelationsUniversity of Ljubljana

dejan.vercic@fdv.uni-lj.si

Dr. Ansgar Zerfass

Professor of CommunicationManagementUniversity of Llubljana

zerfass@uni-leipzig.de

Markus Wiesenberg

Research AssociateUniversity of Leipzig

markus.wiesenberg@uni-leipzig.de

Global public relations

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