Employees as Corporate Ambassadors: A Qualitative Study Exploring the Perceived Benefits and Challenges from Three Perspectives

Brockhaus, Jana; Dicke, Laura; Hauck, Patricia; Volk, Sophia Charlotte

doi:10.1108/s2398-391420200000005009

Cited by 10 publications

(5 citation statements)

References 30 publications

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“…A renewed focus on in-reach methods could overcome some concerns around dissemination and inclusivity; for example, recruiting colleagues into “ambassador” roles to liaise directly with teams about well-being and support could engage lower-band and non-clinical staff with support services and operational changes. Studies in corporate settings associated employee well-being ambassadors with improved trust and organisational reputation suggesting a successful ambassador programme could protect against scepticism and perceptions of tokenism (Brockhaus et al. , 2020).…”

Section: Discussionmentioning

confidence: 99%

Experiences of staff working in a mental health trust during the COVID-19 pandemic and appraisal of staff support services

Jones

Zhang

Woodburn

et al. 2022

IJWHM

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PurposeThe health and well-being of healthcare staff came into focus during the coronavirus disease-2019 (COVID-19) pandemic as already strained workforces responded to new and additional challenges. Organisational support services made efforts to adapt staff support provision. However, most literature and recommendations are centred on surveys of medical and clinical staff. The present study included staff across clinical and non-clinical workforces within a mental health trust over the course of the COVID-19 pandemic to date, and aimed to understand workforces' access to and experiences of organisational support.Design/methodology/approachThe current study was a qualitative one using convenience and purposive sampling. Semi-structured individual and group interviews were conducted using a topic guide. Reflexive thematic analysis was used in a phenomenological framework to analyse data.Findings35 staff, broadly representative of the trust workforce, were recruited. Six global themes summarised the experiences of staff in relation to work practices, personal well-being and support access over the first year of the COVID-19 pandemic: COVID-19 disease, interpersonal relationships, individual considerations, change, working environment and support.Practical implicationsThe findings from the study have implications for organisational support provisions for healthcare workers and the dissemination of these services.Originality/valueAcknowledging the multi-various experiences of different workforces within National Healthcare Service organisations and how these change over time will facilitate innovative changes to staff support provision.

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Section: Discussionmentioning

confidence: 99%

Experiences of staff working in a mental health trust during the COVID-19 pandemic and appraisal of staff support services

Jones

Zhang

Woodburn

et al. 2022

IJWHM

View full text Add to dashboard Cite

show abstract

“…Various approaches discuss different role profiles of communication managers and, in particular, communication leaders (Berger and Meng, 2014;Falkheimer et al, 2017;Gregory and Willis, 2023;Tench et al, 2017). For instance, internal advising and coaching roles are becoming more important as employees are increasingly active on social media and speak about or on behalf of the organization (Brockhaus et al, 2020). Applications based on artificial intelligence (e.g.…”

Section: Key Concepts: Communication Management Functions and Departm...mentioning

confidence: 99%

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

Zerfass,

Link

2023

JCOM

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PurposeThe 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 compete internally with other functions (e.g. marketing and human resources (HR)) 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.Design/methodology/approachBased on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature.FindingsThe CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principles 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.Research limitations/implicationsThe approach stimulates the debate on communication units as objects of observation when researching communication management practices. Further research with appropriate empirical methods is needed to identify and study different types of business models for communications.Practical implicationsThe 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.Originality/valueTransferring a well-known concept from general management to communication management enriches the value creation debate in theory and practice. It allows communication leaders to align their work with organizational goals and make it accessible to top management and other decision-makers in the organization. It also opens up new avenues for research and education.

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“…The practice of cooperating with social media influencers has spurred the idea that employees may serve as corporate influencers for their organisation via their private social media accounts, and several companies have established corporate influencer programs (Brockhaus et al, 2020;Marten & Kirchmeer, 2018). In contrast to social media influencers, corporate influencers are employees of the organisation and are thus internal actors, which should make them less impactful because of their close relationship to the client organisation .…”

Section: Corporate Influencersmentioning

confidence: 99%

“…In her 15 Ethical Guidelines for Using Social Media, Bowen (2013) claims that 'personal speech and opinion versus speech as a representative of the organization should be identified' (p. 126)-a goal that corporate influencer communication might not meet in many cases. So far, little attention has been given to potential moral problems with respect to corporate influencers (Brockhaus et al, 2020).…”

Section: Corporate Influencersmentioning

confidence: 99%

The ethical dimension of public relations in Europe: Digital channels, moral challenges, resources, and training

Hagelstein

Einwiller

Zerfaß

2021

Public Relations Review

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Employees as Corporate Ambassadors: A Qualitative Study Exploring the Perceived Benefits and Challenges from Three Perspectives

Cited by 10 publications

References 30 publications

Experiences of staff working in a mental health trust during the COVID-19 pandemic and appraisal of staff support services

Experiences of staff working in a mental health trust during the COVID-19 pandemic and appraisal of staff support services

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

The ethical dimension of public relations in Europe: Digital channels, moral challenges, resources, and training

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