Corporate Communication Management (CCM) and Organisational Performance: A Review of the Current Literature, Conceptual Model and Research Propositions

Mohamad, Baharom; Bakar, Hassan Abu; Halim, Hasliza Abdul; Ismail, Ahmed Rageh

doi:10.1016/j.sbspro.2014.10.266

Cited by 16 publications

(15 citation statements)

References 48 publications

(50 reference statements)

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“…However, the strategic management of internal communication also derives from the overall concept of communication strategic management. Goodman is confident that the main task of strategic communication is to communicate efficiently with all stakeholders -both internal and external (Goodman, 2000), while Argenti adds the necessity to support the development of positive attitude among employees (Argenti, 2000 cited by Mohamad, Bakar, Halim, & Ismail, 2014). Meanwhile, already in 1995 Van Riel argued that the most important strategic mission of corporate communication is to ensure the competitive advantage of the company (Goodman, 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic Internal Communication: Analysis of the Practice of Regional Higer Educational Institutions of Latvia

Zaumane

2021

SIE

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In the organization's strategic management, internal communication is one of the main components enabling the strategic management process to be carried out. Its role is important in both the planning and implementation of the strategy. Still, in practice, the internal communication’s potential remains untapped, resulting in the pursuit of organizations' strategic objectives. In developing the doctoral thesis, the author has an interest in investigating not only businesses, but also higher education institutions (HEIs), as they are similar organizations to other sectoral institutions, and their processes must be similar. The purpose of this study is to analyse who currently manages the internal communication function of four Latvian regional universities and to what extent the internal communication can be considered strategic. The study reviews international literature on the strategic management of organizations and the strategic management of internal communication. It uses a combined research strategy involving questionnaires and semi-structured interviews with respondents indicating that their university has developed an internal communication strategy.The results show that the internal communication management practices of universities differ since some universities do not clearly define the purpose of internal communication, strategies, and plans, as well as those which merely indicate the existence of internal communication management practices. In all four universities, specialists carry out internal communication in the field of marketing, communication, or human resources management who demonstrate that private business practices are being applied – implementing internal communication in fragmented ways without acknowledging it as a management’s function. The research participants have indicated that internal communication should be managed by the administrative vice-rector. Since the analysed articles show that the employee responsible for the internal communication function should be part of the decision-making process, more in-depth research should be continued which would allow making conclusions whether the administrative vice-rector at the university should take on the strategic management function of internal communication.

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Section: Literature Reviewmentioning

confidence: 99%

Strategic Internal Communication: Analysis of the Practice of Regional Higer Educational Institutions of Latvia

Zaumane

2021

SIE

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“…The researchers modified the questions to come up with the items that can measure the construct under investigation. This approach is following the work of Mohamad (2013), Manaf et al (2015), Manaf et al (2016), Mas’ud et al (2017). As indicated in Table I, a total of seven items were pooled as potential items to measure the quality of royalty rate compliance.…”

Section: Literature Reviewmentioning

confidence: 99%

Validating oil and gas royalty rate measurement scale: evidence from Nigeria

Ya’u¹,

Saad

Mas’ud

2020

IJESM

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Purpose This study aims to validate the royalty rate measurement scale by using rigorous scale validation procedures. Design/methodology/approach Evaluation of reliability and validity of the measures of royalty rate was performed through confirmatory factor analysis (CFA) using SPSS version 25 and PLS-SEM version 3.8. Findings The results provide evidence that the royalty rate measurement scale has achieved reliability and validity criteria. Research limitations/implications Consequently, policymakers, practitioners and researchers can adopt this scale to assess the royalty rate in other energy sectors where royalty arrangements exist in different jurisdictions across the globe. Practical implications The practical contributions of the study are threefold. First, the validated scale presented in Table IV can serve as a checklist for oil and gas producing countries while assessing the stringiness or otherwise of their royalty rates. Second, the validated scale can be used to assess the perception of oil and gas companies with regards to the royalty rate as whether the rate is too high and worrisome or is acceptable. Finally, it could also be used to assess the role of regulatory bodies in assessing royalty rates while dealing with multinational and local oil companies. Eventually, the scale can assist policymakers across the globe to adapt in investment decision-making, particularly regarding royalty arrangement. Originality/value This study undoubtedly builds the existing literature and contributes to the subject area; by implication, the validated scale will assist host oil and gas countries with stringent royalty rate to revise the royalty policy in such a way to ensure neutrality, thereby not chasing away the current investors or discouraging prospective ones from investing in their oil and gas industry.

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“…Both corporate communication and image provide a potential route for competitive advantage for the organization [38,92]. Therefore, the following hypothesis has been formulated:…”

Section: Communicationmentioning

confidence: 99%

The Impact of Corporate Reputation in a Dairy Company

Almeida¹,

Coelho²

2017

Bus Eco J

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The purpose of this paper is to understand the importance of corporate reputation (CR) how main intangible asset of a company. This study investigates the role of CR on optical three group's stakeholders: cooperants, workers and customers on loyalty in cooperative organizations. This study proposes a theoretical model tested using structural equation modeling. 1200 valid questionnaires were collected from a three group samples: cooperants; workers and customers of the biggest dairy union of cooperatives in Iberia. CR has a significant impact on loyalty in three group's stakeholders on organizations cooperatives. Corporate reputation is revealed as an intangible asset, constituting, as the pillar of organizational development by providing ability to compete in the market and generate profits. This study is based on three cross-sectional data from a dairy company. This is a topic that, given the multiplicity of possible approaches, it is even less studied the theoretical level as regards the analysis of corporate reputation with applicability in the various organizational stakeholders. The results give new guidelines to redress the cooperatives traditional management, namely the management of intangible assets like reputation. This paper contributes to the competitiveness of a type of organization closed to the social structure of the rural population. This research with three types of stakeholders (cooperants, customers and workers) power shall be constituted as an important contribution to the literature, for what has been analyzed only works strand of customers (external) and/or employees (internal). The results bring the management challenges of the 21 st century to the traditional principles underlying cooperatives management helping them to reinforce competitiveness. The intangibility is always a difficult area of research, in which old doors close and new doors open.Citation: Almeida MGC, Coelho AM (2017) The Impact of Corporate Reputation in a Dairy Company. Bus Eco J 8: 320.

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Corporate Communication Management (CCM) and Organisational Performance: A Review of the Current Literature, Conceptual Model and Research Propositions

Cited by 16 publications

References 48 publications

Strategic Internal Communication: Analysis of the Practice of Regional Higer Educational Institutions of Latvia

Strategic Internal Communication: Analysis of the Practice of Regional Higer Educational Institutions of Latvia

Validating oil and gas royalty rate measurement scale: evidence from Nigeria

The Impact of Corporate Reputation in a Dairy Company

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