Proceedings: Conference on Corporate Communication 2012 Page 1

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We Hear What They Say The Local Museum in the Media Gertrud Latif Knudsen Centre for Corporate Communication Department of Communication Aarhus School of Business and Social Sciences Aarhus University, Denmark gk@asb.dk The purpose of this paper is to question whether the notion of organizational legitimacy can be utilized when analyzing external stakeholders expectations in a qualitative media analysis. Here themes are used to categorize stakeholders’ expectations to a city museum as depicted in local media. Organizational members mirrored external perceptions of the museum but external stakeholders also mirror other external stakeholders images of the city museum. Therefore, stakeholder management theory should account for the dynamic relations between external stakeholder groups. Managing stakeholders based on themes is presented as a strategic approach for small museums. From this, the legitimacy framework could be used to select and display a “yes we hear what you say” approach towards external stakeholders. Keywords: Stakeholder management, Organizational legitimacy, Qualitative media analysis, City museum. Abstracts of <strong>Conference</strong> <strong>Proceedings</strong>: <strong>Conference</strong> on Corporate Communication 2012 Page 62
What Came First: The Chicken or the Egg? On Social Media Use in Internal Communications Wim J. L. Elving, Department of Communication Amsterdam School of Communications Research (ASCoR) University of Amsterdam, The Netherlands W.J.L.Elving@uva.nl Purpose: In this study we view the effects of social media use in internal communication. Many studies have focused on the presence of organizations on social media, counting whether they have an account on various forms of social media. In this study we will study the effects of the frequency of use of social media on organizational commitment and the intention of sharing knowledge Method: Via a call issued within social media (Twitter, LinkedIn and Facebook) old media (newspaper and breakfast TV) we asked people to complete a questionnaire on the effects of social media. The questionnaire contained questions about social media use in private life, among colleagues and with business partners and, in addition, included as variables affective commitment and the intention to share knowledge. Results: Respondents who indicated that they frequently use social media with colleagues and business relations showed higher affective commitment and higher intention to share knowledge compared to respondents who indicated that they less frequently used social media in their professional life. Implications: Social media appears to facilitate the relationships people engage in enabling sensemaking. It might be that social media is like a virtual coffee machine by which information and knowledge is shared more easily than by other media. Our results show that social media may help the building of relationships within the company and with business partners, and seems to help / create conditions for sensemaking Limitations: It might be that respondents who already were committed to the organization and always shared knowledge extensively find within social media the tools to do this virtually. This might be due to personality traits. There might also be a selection bias, in the sense that in our sample only social media enthusiasts and addicts were present. Abstracts of <strong>Conference</strong> <strong>Proceedings</strong>: <strong>Conference</strong> on Corporate Communication 2012 Page 63
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Contents A Case for Corporate Inocu
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Contents A Holistic Corporate Ident
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Contents Save our Seafarers: How th
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An Introduction to the Proc
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Focus on Recent Research The CCI Co
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(discussed in Goodman, CCIJ Vol. 16
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Conference Academi
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Between Global and Glocal An Analys
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Bring Your Own Device (BYOD) to Wor
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A Case for Corporate Inoculation Ex
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Characteristics of the Economically
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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
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 82: Women’s Protests in the Revitaliz
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