Strategic Communication
In: Organizational Communication: Perspectives and Trends, S. 349-380
In: Organizational Communication: Perspectives and Trends, S. 349-380
In: The Practice of Government Public Relations; ASPA Series in Public Administration and Public Policy, S. 143-156
In: Strategic Research and Political Communications for NGOs: Initiating Policy Change: Accenture-Stiftung, Germany, School of Communication Management, International University in Germany, Bruchsal, the Banyan, India, S. 122-149
In: Controlling the Message, S. 13-31
In: CSR, Sustainability, Ethics & Governance; Strategic Communication for Sustainable Organizations, S. 61-104
In: Government Communication : Cases and challenges
In: Energy Security and Sustainability, S. 337-350
In: Organisationskommunikation und Public Relations, S. 73-94
In: The Global Public Relations Handbook, Revised and Expanded Edition
In: The Future of U.S. Public Diplomacy, S. 265-278
In: Communication Ethics in a Connected World
In: Communicating with, through, and as the Recipient: Changing the Rules in Strategic Communication and Journalism, S. 167-206
The scarcity of resources is a central challenge of the 21st century. Companies, therefore, rely on innovative and sustainable business models. For example, shared mobility is a booming sector of the sharing economy experiencing a high competitive pressure among suppliers. A concrete solution to survive in the market is to integrate prosumers more closely into corporate communication activities. Hence, this work examines to what extent communication experts of shared mobility companies use prosumers for strategic corporate communication to date. For this purpose, guided expert interviews were conducted. Knowledge about the utilized tools and channels, requirements as well as existing standardized processes with regard to communication with and via prosumers was gained. The results confirm that prosumers are used in the strategic communication of shared mobility companies, but their potential is insufficiently exploited. The measures used in dealing with prosumers do not differ from those used for other multipliers. Nevertheless, it is clear that a stronger professionalization of the practice can strengthen stakeholder loyalty and thus secure long-term company success. In addition, best practices were identified and recommendations for action were made.
In: Strategies for Social Change, S. 61-92
In: Sound or Silence? Current Developments in Organizational Communication, S. 107-137
The change in media has shaped our society for decades and new forms and technologies for mediated communication have been created. This paper explores the use of immersive media in the context of strategic communication of non-governmental organizations in Germany. The research, based on semi-structured interviews with communication officers, reveals that immersive media is not yet widespread in the NGO landscape and remain in a trial phase. Most NGOs do not consider immersive technologies suitable for their target groups, preferring traditional communication measures. However, a general openness towards the development of immersive media has been identified when financially justifiable and appropriate for the target groups. The primary purpose of immersive media projects is to generate public attention, supporting NGOs in their organizational goals. Although immersive media are partly implemented in the communication mix, they do not serve a predefined strategic objective within the strategic communication management of NGOs. This research contributes to existing literature by analyzing the use of immersive media in the third sector from a strategic communication perspective.
In: Transatlantic encounters: philosophy, media, politics ; in memory of Mateusz Oleksy, S. 157-165