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Beyond the c-suite: corporate communications’ power and influence

Beyond the c-suite: corporate communications’ power and influence Purpose – The purpose of this paper is to examine what formal executive-level committees senior corporate communications executives are members of and what value they contribute. Design/methodology/approach – The researcher conducted in-depth interviews with 30 senior executives at four US companies who discussed corporate communications’ involvement in eight strategic issues. Findings – The focus on the C-Suite is too narrow as strategic issues arise at the division level and in executive-level committees. Corporate communications is often in competition with marketing for influence and coveted seats in the board rooms. Corporate communications is most likely to be included in decision making when issues are perceived as falling within their domain, when the function has support from the CEO, when working in industries with frequent crises or those focussing on reputation management, and in companies that utilize integrated decision teams. Practical implications – Corporate communicators need to enhance their research skills and educate other colleagues about their domain beyond media relations. Originality/value – Study includes the perspectives of executives outside of corporate communications such as marketing, sales, human resources, investor relations, finance, and operations as well as division presidents. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Communication Management Emerald Publishing

Beyond the c-suite: corporate communications’ power and influence

Neill, Marlene S.
Journal of Communication Management , Volume 19 (2): 15 – May 5, 2015
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References (32)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1363-254X
DOI
10.1108/JCOM-06-2013-0046
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine what formal executive-level committees senior corporate communications executives are members of and what value they contribute. Design/methodology/approach – The researcher conducted in-depth interviews with 30 senior executives at four US companies who discussed corporate communications’ involvement in eight strategic issues. Findings – The focus on the C-Suite is too narrow as strategic issues arise at the division level and in executive-level committees. Corporate communications is often in competition with marketing for influence and coveted seats in the board rooms. Corporate communications is most likely to be included in decision making when issues are perceived as falling within their domain, when the function has support from the CEO, when working in industries with frequent crises or those focussing on reputation management, and in companies that utilize integrated decision teams. Practical implications – Corporate communicators need to enhance their research skills and educate other colleagues about their domain beyond media relations. Originality/value – Study includes the perspectives of executives outside of corporate communications such as marketing, sales, human resources, investor relations, finance, and operations as well as division presidents.

Journal

Journal of Communication Management – Emerald Publishing

Published: May 5, 2015

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