Proceedings: Conference on Corporate Communication 2012 Page 1

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Bring Your Own Device (BYOD) to Work Does it Result in Increased Employee Productivity? Sam H. DeKay BNY Mellon Corporation, USA sdekay@bnymellon.com In early 2011, the Gartner Group predicted that, by 2014, 90 percent of for-profit and not-forprofit organizations will permit employees to use personally owned smartphones and tablet computers to perform business-related functions in the workplace. This trend, dubbed “bring your own device (or computer or technology) to work,” has been promoted by technology, management, and communications specialists. According to their research, employee morale and productivity is vastly increased when workers are permitted to use personally owned communications devices to conduct business. This paper reviews current survey and case-study research to determine if adequate evidence exists to validate the claim that “bring your own device” (BYOD) results in increased employee productivity. The study concludes that existing research does not convincingly demonstrate that BYOD improves the productivity of employee communications and other computing functions. Corporate decision-makers should not adopt a BYOD program if the primary rationale is to enhance employee productivity. Keywords: BYOD, Employee productivity, Smartphones, Tablet computers Paper type: General review Abstracts of <strong>Conference</strong> <strong>Proceedings</strong>: <strong>Conference</strong> on Corporate Communication 2012 Page 4
Building a Conceptual Framework in Image Reinvention A Case Study of SWISS, Switzerland’s National Airline Augustine Pang, Victor Yew-Cho Yen; Angeline Soon-Jia Soh Wee Kim Wee School of Communication and Information Nanyang Technological University, Singapore augustine.pang@ntu.edu.sg, VYEN1@e.ntu.edu.sg & ASOH1@ntu.edu.sg Annina Buehler Università della Svizzera Italiana, Switzerland annina.buehler@usi.ch If image repair is the strategy to use during crises, what can organizations do after the crisis is over? Organizations cannot possibly be contented with only coping with the fallout, but ultimately desire public affection and even more success than pre-crisis. To this end, reinvention takes place when management takes decisive actions to engage in innovation and risk-taking, and involve communication. Image reinvention is posited as a strategy an organization could consider after it undergoes a bruising crisis that questions its raison d’etre (Pang, 2011). The organization sheds its previous image and rebuilds a new image by reconstituting what it stands for to its stakeholders. Theoretical concept will be built from identity, brand and image literature and integrated with Liu’s (2010) System Network of Failure Framing. The concept is applied on a longitudinal case study of how SWISS, Switzerland’s national airline, reinvented its image from successor Swissair in 2001 to become “Best Western European airline” in 2011 (SWISS, 2011a). Abstracts of <strong>Conference</strong> <strong>Proceedings</strong>: <strong>Conference</strong> on Corporate Communication 2012 Page 5
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Page 4 and 5: Abstracts of Conference</st
Page 6 and 7: Contents A Case for Corporate Inocu
Page 8 and 9: Contents A Holistic Corporate Ident
Page 10 and 11: Contents Save our Seafarers: How th
Page 12 and 13: An Introduction to the Proc
Page 14 and 15: Focus on Recent Research The CCI Co
Page 16 and 17: (discussed in Goodman, CCIJ Vol. 16
Page 18 and 19: Conference Academi
Page 20 and 21: Between Global and Glocal An Analys
Page 24 and 25: A Case for Corporate Inoculation Ex
Page 26 and 27: Characteristics of the Economically
Page 28 and 29: Communicating Corporate Social Resp
Page 30 and 31: Corporate Communication and PR Prac
Page 32 and 33: Corporate Communication and the Dev
Page 34 and 35: Corporate Communication and the Dev
Page 36 and 37: Crisis Communication and Terrorism
Page 38 and 39: CSR Initiatives of Private Sector C
Page 40 and 41: Developing Internal Crisis Communic
Page 42 and 43: Differences in Perceived Effectiven
Page 44 and 45: The Dynamic Interplay of Visual and
Page 46 and 47: Google Doodles As Corporate Communi
Page 48 and 49: Practical implications: The develop
Page 50 and 51: Implementation of the Project Manag
Page 52 and 53: Insights on CSR Strategy Influence
Page 54 and 55: Internal Communication Crisis and i
Page 56 and 57: Investor Relations on the Internet
Page 58 and 59: Just-in-Time Research An Internatio
Page 60 and 61: Negotiating Crisis in the New Media
Page 62 and 63: Nuclear Power after Fukushima The S
Page 64 and 65: Organizational Disruption and Corpo
Page 66 and 67: Repairing an Organization’s Image
Page 68 and 69: A Retrospective on Reputation and S
Page 70 and 71: Save Our Seafarers How the Shipping
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Social Media Challenges and Opportu
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A Study of How Online Social Networ
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The Study of Internal Crisis Commun
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The Virtual Construction of Kiva A
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We Hear What They Say The Local Mus
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Women’s Protests in the Revitaliz
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Proceedings: <stro
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