Proceedings: Conference on Corporate Communication 2012 Page 1

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Insights on CSR Strategy Influence Who, What and How N. Leila Trapp, Poul Erik Flyvholm Jørgensen. Bo Laursen Anne Ellerup Nielsen, Irene Pollach, Line Schmeltz, Christa Thomsen Centre for Corporate Communication Department of Communication School of Business and Social Sciences Aarhus University, Denmark ltr@asb.dk A given characteristic of corporate social responsibility (CSR) programs is that they reflect stakeholder expectations and preferences for corporate behavior. This study examines the process of developing CSR strategy, focusing on who and what influences this strategy, and whether the process reflects traditional issues management, or the presumably more enlightened practice of stakeholder engagement. Answers are based on an in-depth analysis of interviews with CSR managers from 16 industryleading, Danish companies. Results indicate that although there is a wide range of influencers, customers and company managers have a relatively strong influence on strategy. Also, not all influencers are stakeholders per se, as networks and consultants also have influence. CSR managers tend to adopt an issues management approach; they are keener on gaining insight into potential CSR issues than on forming relationships in the strategy-making process. If stakeholder engagement is indeed a modern managerial ideal, these findings point to the need for more awareness of its benefits, or greater commitment to practice it. This study, however, suggests that issues management still has much to offer practitioners, and therefore should continue to receive attention in the CSR strategy literature. Keywords: Corporate social responsibility; Stakeholder management; Stakeholder engagement; Issues management Paper Type: Research Abstracts of <strong>Conference</strong> <strong>Proceedings</strong>: <strong>Conference</strong> on Corporate Communication 2012 Page 34
Internal Communication Communication Strategies As a Tool for Mediation - A French Study Vanessa Marcié Scencia International & I3M Research Laboratory of Nice-Sophia Antipolis University, France vanessamarcie@gmail.com “Strategy” is a word that has escaped from its military background and has been adopted at all levels of organizations. Through our study of a large industrial group, we demonstrate how internal communication can be conceptualized through a framework of military strategy. We conducted a qualitative survey to measure the perception of the company’s internal communication circuit and communication tools. We also set up a mediation strategy to solve malfunctions, such as compartmentalization and lack of involvement. We defined the issues of mediation within the organization and determined employees’ expectations. Finally, we defined a strategy known as "staking" that corresponds to the organization of a network of internal relay to internally de-multiply communication tasks. This involves everybody in the company's strategy and generates real cohesion. Following this research, we can distinguish a methodology that resolves recurrent problems of internal communication. Abstracts of <strong>Conference</strong> <strong>Proceedings</strong>: <strong>Conference</strong> on Corporate Communication 2012 Page 35
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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 22 and 23: Bring Your Own Device (BYOD) to Wor
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 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
Page 72 and 73: Social Media Challenges and Opportu
Page 74 and 75: A Study of How Online Social Networ
Page 76 and 77: The Study of Internal Crisis Commun
Page 78 and 79: The Virtual Construction of Kiva A
Page 80 and 81: We Hear What They Say The Local Mus
Page 82: Women’s Protests in the Revitaliz
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