Strategizing communication : theory and practice / Ib Tunby Gulbrandsen, Stine N. Just.

Format:

Book

Author/Creator:

Gulbrandsen, IB T., author.

Just, Sine Nrholm, author.

Language:

English

Subjects (All):

Communication in organizations.

Communication in management.

Physical Description:

1 online resource (376 pages) : illustrations

Edition:

Second edition.

Place of Publication:

Frederiksberg : Samfundslitteratur, 2020.

Summary:

Strategizing Communication offers a unique perspective on the theory and practice of strategic communication. Written for students and practitioners interested in learning about and acquiring tools for dealing with the technological, environmental, and managerial challenges which organizations face when communicating in today's mediascape, this book presents an array of theories, concepts, and models through which we can understand and practice communication strategically. Strategizing entails looking beyond-but not past-instrumental, rational plans in order to become better able to understand and manage the concrete, incremental practices and contexts in which communication becomes strategic. This book argues that although strategic communicators do (and should) make plans, a plan in itself does not determine the success of strategic communication. Rather, contextual factors, such as competition, technological developments, global cultural trends, and local traditions, as well as employees' skills and attitudes, will determine the organization's communicative success. Against the backdrop of the comprehensive changes to communication brought about by the rise of digital communication technologies and related contextual developments, Strategizing Communication provides better and more up-to-date tools for understanding and managing strategic communication processes. [Subject: Business, Communication]

Contents:

Intro

Titelpage

Imprint

Contents

Dear reader

Keys to reading this book

1. Strategizing communication

On not having a strategy

The nuances of being strategic and having a strategy

Who communicates strategically?

Three assumptions about organizations debunked

What does this mean for strategic communication?

Focus on the doing, not the done

A definition

The five Ps of strategizing communication

Strategizing communication as plan

Strategizing communication as ploy

Strategizing communication as pattern

Strategizing communication as position

Strategizing communication as perspective

Ontologically and epistemologically speaking

Relationality

Pragmatism

Key points

Key questions

Key case

Key texts

2. Strategy as deliberate decision

Logic: strategy is planned, competitive advantage

Historical context, part one

Machiavelli and his pragmatic Prince

Clausewitz and (the return to) military strategy

Historical context, part two

Chandler: strategy and structure

Ansoff: strategy as rational planning

The big (contemporary) bang: Porter and competitive advantage

The five forces

Generic strategies

Critique of Porter

Market and competition analysis

Four basic market types

PESTEL

Environment, environment, environment

3. Strategic communication as plan

Logic: strategic communication is planned communication

Understanding communication as transmission

From intention to effect

Hierarchies of effect

The two-step flow model of communication

Diffusion of innovations

Uses and gratifications

Planning communication

Analyze: position and target groups

Plan: objectives and message

Execute: media and evaluation

Key texts.

4. Strategy as emergent action

Logic: strategy is what strategists think and do

On not acting rationally

Simon and Lindblom: bounded rationality and muddling through

Cohen, March and Olsen: the garbage can of decision-making

Strategy as sense-making

Weick: retrospectively talking strategies into being

Prospective strategy-making: changing perceptions and envisioning the future

Strategy as narratives

Barry and Elmes: narrating the organization's behaviour

Strategy as practice

SAP: focusing on the nitty-gritty

Whittington: three levels of practice

Mintzberg: realized strategy

Deliberate and emergent

Five Ps for strategy

5. Strategic communication as process

Logic: strategic communication is all about process

Understanding communication as collaborative meaning formation

Encoding - decoding

The communicative act

Communicative chains

The process of process

Consensus vs. conflict

Intentionality vs. emergence

Emergent communication strategies

Strategic communication as the communicative constitution of organization

Strategizing communicative constitution

6. External AND internal

Strategizing inside-out and outside-in

Branding

The deep, semio-narrative and discursive levels of branding

The VCI model

Organizational culture

Three levels of culture

Three perspectives on culture

Stakeholder relations

The simple stakeholder model

The stakeholder salience model

Stakeholders as self-organizing publics

Strategizing communication as power games

7. Offline AND online

What happens offline does not stay offline

A new media landscape.

Collaborative and power-shifting infrastructure

The reconfiguration of time and space

Hypertextual and hypermediated meaning formation

The result: a hybrid media ecology

Cross-media communication

COPE strategy

Cross-media value creation

Transmedia storytelling

Cross-media + narrative = transmedia storytelling

'If it doesn't spread, it's dead'

Message design

The more immersive, the more persuasive

Media mix

Level of stakeholder involvement

Media synergy

Media sequence

8. Profitable AND ethical

A new purpose for corporations

Corporate social responsibility

Creating shared value

CSR communication

Globalization

What is globalization?

Intercultural communication

Issues management

Risks, issues, crises

Crisis communication

Responsible communication for an age of global crises

Ethical responsibilities

Environmental responsibilities

9. Social AND material

What it all amounts to

The sociomateriality of strategizing communication

On favouring one side or the other

On not favouring, but combining

3 x A

Assemblage

Affordance

Agency

The triple A model

10. Plan for process

List of illustrations

References

Index.

Notes:

Includes bibliographical references and index.

Description based on print version record.

ISBN:

87-593-3736-2