Wilson and standing in front of him seized him firmly by

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found


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HANDBOOK OF
CORPORATE COMMUNICATION
AND PUBLIC RELATIONS

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

A comprehensive addition to existing literature, the Handbook of Corporate Communication and
Public Relations provides an excellent overview of corporate communication, clearly positioning
the field’s most current debates. Synthesizing both multidisciplinary and interdisciplinary
approaches, it offers readers the in-depth analysis required to truly understand corporate communication, corporate strategy and corporate affairs as well as the relevant public relations
issues. Written by academics based in Europe, Asia and North America, the text is well illustrated with contemporary case studies, drawing out the most pertinent best practice outcomes
and theoretically based applications.
Its four parts cover national communication; international communication; image, identity
and reputation management; and the future for corporate communication theory and practice.

With a refreshing new approach to this subject, the authors challenge reductionist views of
corporate communication, providing persuasive evidence for the idea that without an organizational communication strategy, there is no corporate strategy.
The Handbook of Corporate Communication and Public Relations is an essential one-stop reference for all academics, practitioners and students seeking to understand organizational
communication management and strategic public relations.
Sandra M. Oliver is a corporate communication academic at Thames Valley University,
London, where she founded and also directs the MSc Corporate Communication Programme.
A consultant research practitioner and former industrial PR, she is founding Editor-in-Chief of
Corporate Communication: An International Journal and has written extensively, including Public
Relations Strategy (2001) and Corporate Communication: Principles, Techniques and Strategies
(1997).

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


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HANDBOOK OF

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‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

PURE AND APPLIED

Edited by
Sandra M. Oliver

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

First published 2004
by Routledge
11 New Fetter Lane, London EC4P 4EE
Simultaneously published in the USA and Canada
by Routledge
29 West 35th Street, New York, NY 10001
Routledge is an imprint of the Taylor and Francis Group
This edition published in the Taylor & Francis e-Library, 2005.
“To purchase your own copy of this or any of Taylor & Francis or Routledge’s
collection of thousands of eBooks please go to www.eBookstore.tandf.co.uk.”
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors
All rights reserved. No part of this book may be reprinted
or reproduced or utilized in any form or by any electronic,

mechanical, or other means, now known or hereafter
invented, including photocopying and recording, or in
any information storage or retrieval system, without
permission in writing from the publishers.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from
the British Library
Library of Congress Cataloging in Publication Data
A catalog record for this book has been requested
ISBN 0-203-41495-0 Master e-book ISBN

ISBN 0-203-68057-X (Adobe eReader Format)
ISBN 0–415–33419–5 (Print Edition)

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


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Contents

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

List of figures
List of tables
Notes on contributors
Foreword
Preface
Acknowledgements

PART I: CORPORATE COMMUNICATION AT NATIONAL LEVEL
1

Diversity programmes in the contemporary corporate environment
Don R. Swanson

2

A best-practice approach to designing a change communication programme
Deborah J. Barrett

3

Knowledge management for best practice
Stephen A. Roberts

4

Corporate and government communication: relationships, opportunities
and tensions
Kevin Moloney

5

Priorities old and new for UK PR practice
Gerald Chan

6

Communication similarities and differences in listed and unlisted
family enterprises
Liam Ĩ Móráin

7

Strategic challenges for corporate communicators in public service
J. Paulo Kuteev-Moreira and Gregor J. Eglin

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


PART II: CORPORATE COMMUNICATION AT INTERNATIONAL LEVEL
8

Communication audits: building world class communication systems
Dennis Tourish and Owen Hargie

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

9

The Olympic Games: a framework for international public relations
Yvonne Harahousou, Chris Kabitsis, Anna Haviara and Nicholas D. Theodorakis

10

Facets of the global corporate brand
T. C. Melewar and Chris D. McCann

11

Differing corporate communication practice in successful and unsuccessful
companies
Colin Coulson-Thomas

12

Communicating with 1.3 billion people in China
Ying Fan and Wen-Ling Liu

13

Today’s corporate communication function
Michael B. Goodman

14

Assessing integrated corporate communication
David Pickton

15

New technology and the changing face of corporate communication
Martin Sims

PART III: MANAGING IMAGE, IDENTITY AND REPUTATION
16

Reputation and leadership in a public broadcast company
Sandra M. Oliver and Anthony Clive Allen

17

Corporate reputation
Philip Kitchen

18

Communicating a continuity plan: the action stations framework
Sandra M. Oliver

19

Crisis management in the internet mediated era
David Phillips

20

The impact of terrorist attacks on corporate public relations
Donald K. Wright

21

Public relations and democracy: historical reflections and implications
for practice
Jacquie L’Etang

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


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PART IV: THE FUTURE IS NOW

22

Visualizing the message: why semiotics is a way forward
Reginald Watts

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

23

Methodological issues for corporate communication research
Richard J. Varey

24

Communication for creative thinking in a corporate context
Glenda Jacobs

25

Language as a corporate asset
Krishna S. Dhir

26

Arrival of the global village
Michael Morley

27

Ethics and the corporate communicator

Albert S. Atkinson

28

The new frontier for public relations
Richard R. Dolphin

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


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Figures

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

2.1

2.2
2.3
2.4
6.1
6.2
6.3
6.4
7.1
7.2
10.1
14.1
14.2
14.3
14.4
15.1
15.2
18.1
18.2
18.3
18.4
18.5
18.6
18.7
18.8
18.9
18.10
18.11
18.12
18.13

Strategic employee communication model
Three-phased communication strategy plan
Sample SCT structure
Scorecard of current employee communication
Munter communication theory
Assessment framework
Ideal structure for CorpCom function model
Organizational chart of a hypothetical company
Internal audiences
A stakeholder environment
Facets of the global corporate brand
The wheel of integrated marketing
Continuum of integrated corporate communication
Integrated corporate communication assessment profile
Completed integrated corporate communication assessment profile
Tomita’s media gap
The changing face of Coca-Cola
Monitoring the trust factor
Information costs and choices
Likely causes of crises
A crisis impact model
Elements of a business continuity plan
The action stations framework: a co-dependency model
First Interstate: normal organization
First Interstate: emergency organization
Scotiabank’s incident response
Scotiabank’s approach to emergency management
Scenario: phases 1 and 2
Scenario: phases 3 and 4
Scenario: phase 5

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


19.1
19.2
19.3
19.4
19.5
19.6
19.7
22.1
26.1
26.2
26.3
26.4

Information flows in an organization
The flow of information to the outside world
Cisco
Microsoft
Tesco
McDonald’s
Crisis management plan
Toyota
Trust in institutions, 2003
Brand evaluator: Europe, 2003
Brand evaluator: United States, 2003
Strategic decision making

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

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individual chapters, the contributors


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‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

2.1
5.1
5.2
5.3
7.1

9.1
9.2
9.3
9.4
9.5
12.1
12.2
12.3
12.4
12.5
12.6
12.7
12.8
12.9
12.10
12.11
12.12
12.13
12.14
12.15
12.16

Strategic objectives
Which are the topics most important and relevant to PR research today?
Which subjects from the old study should still be included in the new set
of research priorities?
Which topics from the new list do you consider to be most important?
Categories of press reports
Los Angeles 1984
Seoul 1988

Barcelona 1992
Atlanta 1996
Sydney 2000
Advertising industry turnover and growth
Advertising expenditure by product category, 2001
Advertising expenditure by medium, 1997
Factors influencing the new name
Names with potentially negative connotations
Which is your most used marketing medium?
What kinds of events would you consider sponsoring or hosting?
What events have you sponsored in the past three years?
How did you build an association or link between the sponsored event
and your brand/company?
How did you integrate the event sponsorship into your marketing mix
or campaign?
What difficulties have you experienced in reaching the objectives?
Does event sponsorship offer you an advantage in the following factors
compared to traditional advertising?
What is your future strategy for event sponsorship?
What role does event sponsorship play in your integrated marketing mix?
Comments on the future development of event marketing in China
Advertisement by branded product information

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


13.1
13.2
15.1

15.2
17.1
17.2
17.3
17.4
18.1
18.2
18.3
18.4
18.5
20.1

20.2

20.3
20.4
25.1
25.2
26.1
26.2
26.3
27.1
27.2

Corporate communication functions
Meeting the press: some guidelines
Top 25 US web properties by parent company
Top 10 UK web properties
The best corporate reputations in the United States
Primary industry

Revenue
Corporate reputation
Operational functions of banks
Differences between routine emergencies and disasters
International terrorism incidents, 1968–79
Nine steps to managing BCP performance
Communication channels
Responses of senior-level, US PR and corporate communication professionals
to the question: ‘Do you agree the events of September 11, 2001,
changed how your company communicates?’
Responses of senior-level, US PR and corporate communication professionals
to the question: ‘Do you agree the events of September 11, 2001, have had
any impact on your organization’s public relations and communications
function?’
Comparing mean scores between responses from October 2001 and
March 2002
Responses of senior-level, US PR and corporate communication professionals
to additional questions in March 2002
Functionality offered by language
Functionality analysis
The world’s largest PR firms
Industry sector: healthcare 2001 revenues
Industry sector: technology 2001 revenues
Ethics by profession
Business ethics courses

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

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individual chapters, the contributors

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Contributors

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

Anthony Clive Allen is attached to the Corporate Communication Directorate at the Royal Air
Force in London, UK.
Albert Atkinson is an active consultant researcher and involved in the affairs of the Library
Board of Trustees and Chamber of Commerce, UK.
Deborah J. Barrett PhD lectures at Jones Graduate School of Management, Rice University,
Texas, USA and directs the MBA communication programme.
Gerald Chan is Public Affairs and Education Officer at the Institute of Public Relations, London,
UK and studying for a master’s degree in public relations.
Colin Coulson-Thomas PhD is author of Transforming the Company (2002, 2nd edn), thirty
other books and reports, and is Chairman of ASK Europe plc.

Krishna S. Dhir PhD is Dean of the Campbell School of Business at Berry College, Georgia, USA;
formerly of CIBA-GEIGY AG in Switzerland and Borg-Warner, USA.
Richard Dolphin lectures at the Northampton Business School, UK and is author of
Fundamentals of Corporate Communication (2000).
Gregor Eglin PhD lectures in strategic management at University of East London, UK with a
particular research interest in public service communication.
Ying Fan PhD lectures and researches at Lincoln School of Management, UK.
Michael Goodman PhD lectures at Fairleigh Dickinson University, USA and is founding director of the Corporate Communication Institute at FDU.

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


Yvonne Harahousou, Chris Kabitsis, Anna Haviara and Nicholas D. Theodorakis are
academics based at the University of Thrace, Greece, involved with the Organizing Committee
for the Olympic Games 2004.
‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

Owen Hargie PhD lectures at the School of Communication, University of Ulster, Ireland and is
co-author of Skilled Interpersonal Communication: Research, Theory and Practice (2004).
Glenda Jacobs is a Research Fellow at UNITEC, Auckland, New Zealand, where she also leads
computer-mediated communication courses.
Philip Kitchen PhD holds a professorial research chair and lectures at the University of Hull,
UK.
Paulo Kuteev-Moreira PhD is Director of Communication for a privately managed public
hospital in Portugal and a researcher for a WHO-Europe-affiliated Observatory in Health
Studies.
Jacquie L’Etang PhD lectures and researches at the University of Stirling, Scotland and is an
examiner for the Institute of Public Relations Membership Diploma examinations.
Wen-Ling Liu PhD lectures at Hull University, UK on integrated marketing communication.

Chris McCann is Business Consultant for an energy company in Stockholm, Sweden.
Tengku Melewar PhD lectures at the University of Warwick Business School, UK.
Kevin Moloney PhD lectures at Bournemouth University, UK and is a research specialist in
government communication and pressure groups.
Michael Morley is Special Counsel for Edelman Public Relations, New York, USA and author of
How to Manage Your Reputation (1998).
Sandra M. Oliver PhD, General Editor, is founding Editor-in-Chief of Corporate Communication:
An International Journal; author of Public Relations Strategy (2001) and Corporate Communication:
Principles, Techniques and Strategies (1997); and founding director of the international MSc in
Corporate Communication programme at Thames Valley University, London, UK.
Liam Ĩ Móráin MSc is founder chairman of Moran Communication, Ireland with eighteen
years consultancy experience of communication and PR management.
David Phillips chaired the UK PR industry Joint Internet Commission and is author of numerous papers including ‘Online Public Relations’ and ‘Managing Reputation in Cyberspace’.

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors


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David Pickton lectures and researches at De Montfort University, UK and is co-author of
Integrated Marketing Communication (2001).
Stephen A. Roberts PhD lectures at Thames Valley University, London, UK and directs the MSc
Information Management Programme.
‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

Martin Sims lectures at St Mary’s College, London, UK and is a former BBC journalist who edits
Intermedia, the journal of the International Institute of Communication.
Don Swanson PhD is Chair of the Communication Department at Monmouth University, USA
and former President of the New Jersey Communication Association.
Dennis Tourish PhD is Professor of Communication at Aberdeen Business School, Scotland with
over 50 publications in communication management.
Richard Varey PhD is a Marketing Professor at the Waikato Management School, New Zealand,
who currently researches in managed communication for sustainable business.
Reginald Watts PhD is a consultant and author of four books; formerly CEO of Burson
Marstellar and President of the Institute of Public Relations, London, UK.
Donald Wright PhD is President of the International Public Relations Association and an
academic at the University of South Alabama, USA.

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Foreword

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

Excellent corporate communication lies at the
heart of industry, commerce and governments’ abilities to build a democratic society,
but this critical strategic role in organizational
theory and practice rarely receives the due
commitment required for quality assurance in
organization life today.
A previous handbook published in 19971
assembled the cutting edge views and experiences of leading practitioners of the day with
some solid opinion pieces that have been
helpful to a wide range of audiences and
readers including public relations practitioners, opinion formers, media managers, advertising executives and others. It was a source of
information and advice on a vast array of
topics brought together to represent the interdisciplinary and multidisciplinary nature of
corporate communication as a core business
discipline for senior executives in large multinational companies, small-to-medium size
enterprises (SMEs) and not-for-profit organizations alike.
Now in what philosophers like to call the

post-modern era, we see more clearly how
the new information technologies have
restructured the whole industry sector. Its
impact leads us to challenge what John Milton
calls ‘conventional economic thinking,
redefining how business is done and impacting to varying degrees every worker in the

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors

global market place . . . in a combination of
interconnected phenomena embracing inter
alia, globalization, the transformative impact
of technology on organizational life (indeed
on the very nature of organizations), successful e-business models and the changing nature
of working life’. The new economy, he argues,
is ‘far too recent a phenomenon for any consensus to have emerged yet about what constitutes best practice’ but for corporate
communicators and public relations consultants and practitioners worldwide, there is a
belief that there is a set of best practices and
that adopting them leads to superior organizational performance and competitiveness.
The concept of good practice has to be
addressed in accordance with contingency
theory. No single best practice is universally
applicable to all organizations because of differences in strategy, culture, management
style, technology and markets. The challenge
for operators is the inconsistency between the
belief in best practice and the notion of corporate communication as an intangible asset
limiting resource. It is crucial to match corporate strategy with corporate communication
policy and practice, but given that corporate
communication is as the Institute of Public

Relations states the ears, eyes and voice of the
organization, the in-house practitioner has
a special responsibility for the overview of the


organization as a whole beyond that of the
chief executive officer. He or she is required
to advise, counsel, monitor and measure
operations in a reliable and consistent manner beyond the reductionist, functional
approaches of corporate accounting or integrated marketing. Indeed he or she also
accepts the role of boundary spanner in
monitoring not just relations between organizations and their stakeholders but beyond to
the value-added implications of policies and
practices within a wider democratic society.
In 1999, Purcell2 suggested that the concept
of best practice and best fit is limited by ‘the
impossibility of modelling all the contingent
variables, the difficulty of showing their interconnection and the way in which changes in
one variable have impact on others’. Many
management consultants have taken up this
view and been less concerned with best practice and best fit to address more sensitive
processes of organization change so that they
can ‘avoid being trapped in the logic of rational
choice’. So what we have tried to do with this
book is to adopt the concept of bundling
whereby the chapters are interrelated, complement and support one another through the
medium of quality research rather than mere
opinion. Sometimes referred to as a configurational mode3 or complementarity, MacDuffie4
states that ‘implicit in the notion of a bundle is
the idea that practices within bundles are interrelated and internally consistent and that more

is better with respect to the impact on performance, because of the overlapping and mutually
reinforcing effect of multiple practices’.
It is generally accepted that to overcome
these barriers to the implementation of corporate communication strategy a number of
activities are essential. Michael Armstrong5
argues that essential activities include: the
conducting of a rigorous initial analysis, formulation strategy, the gaining of influential

support, assessment of barriers, preparation
of action plans, project manage implementation and follow up evaluation. All these activities are basic and familiar to middle and
project managers, management research
students and PR campaign practitioners. The
corporate communication industry which
includes public relations agencies and blue
chip management consultancies have relied
heavily on developing the skills and techniques to carry out such activities in an essentially practical but research-based manner.
Now, with the recognition of the growth of
the global knowledge economy ‘the traditional factors of production – land, labour
and capital – pale into insignificance alongside knowledge’, as Philip Sadler says.6 The
corporate communicator is at the helm of
this development. It is the corporate communicator who has to be fully aware of changing environments, major trends, opportunities
or threats to the development or survival of an
organization. The management of intellectual
capital has to be understood but is also has
to be applied through corporate communication operational strategies for it to be of
added value to an organization. The pure and
applied aspects of corporate communication
as educational and training areas of knowledge and skill are inextricably linked. The
future of corporate communication will continue to depend on its tactical skills base but it
is beginning to redesign itself as a strong professional vocation based on sound research

methods. In spite of the different names by
which practitioners are labelled or defined
whether in-house or as external consultants,
ignorance is not bliss. Corporate communication has moved away from the secular public
relations approaches of the 1970s and 1980s
and moved into new areas of political roles
and relationships between peoples and their
economic environments.

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

© 2004 Sandra Oliver for editorial matter and selection;
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Although this book is a generalist one it

therefore brings together the pure and the
applied to further develop the profession
and those in it and all who endeavour to be
a part of it in the future. Most vocational programmes provided by today’s university
sector have learned to balance the demands
of further and higher education, training and
practice albeit with some difficulty due to
the demands of the university research assessment exercise in Britain and increasing governmental control of universities worldwide.
The contributors to this book believe that
the underpinning of specialist areas will lead
to a greater self-confidence in the face of prevailing cynicism and pessimism about strategic corporate communication at local and
global levels. This book supports the multifaceted roles that any corporate communicator plays, whether he or she be mentor,
facilitator, monitor, co-ordinator, director,
producer, broker or innovator.7 These eight
roles represent a competing values framework
which together establish competency in any
management field especially in corporate
communication, public relations and public
affairs. Whether the practitioner/consultant is
at expert, proficient, competent, advanced
beginner or novice stage of a career, the com-

peting values framework is ‘grounded in paradoxical thinking – it forces one to think about
the competing tensions and demands that
are placed on [corporate communication] managers in new ways’.
The research presented in this book supports what Quinn et al. calls ‘the need to use
paradoxical thinking to create both approaches to the management of opposites’.
The corporate communicator is always at the
cutting edge of ‘informing and transforming
our future leaders’, even though ‘every area is

under siege’ because of the ‘crisis of confidence in accounting practices and corporate
fiduciary principles. In the twenty-first century, leaders are being challenged like never
before to resolve dilemmas around organisational effectiveness, economic viability and
political and military security’. These chapters
are based on real research. They are neither
descriptive nor prescriptive but challenge
reductionist views of corporate communication and provide persuasive evidence for the
notion that no organizational communication
strategy equals no corporate strategy at all in
a postmodern, mediated internet era.

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

Sandra M. Oliver
General Editor

NOTES
1
2

3

4

Foster, T. R. V. and Jolly, A. (1997) Corporate
Communication Handbook, London: Kogan Page.
Purcell, J. (1999) ‘Best practice or best fit:
chimera or cul-de-sac’, Human Resource Management Journal, 9(3), 26–41.
Delery, J. E. and Doty, H. D. (1996) ‘Modes of
theorising in strategic human resource management: tests of universality, contingency and

configurational performance predictions’, International Journal of Human Resource Management,
6, 656–70.
MacDuffie, J. P. (1995) ‘Human resource bundles

© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors

5

6

7

and manufacturing performance’, Industrial
Relations Review, 48(2), 199–221.
Armstrong, M. (2001) A Handbook of Human
Resource Management Practice, 8th edn, London:
Kogan Page, 2, pp. 32–52.
Sadler, P. (2001) Management Consultancy: A
Handbook for Best Practice, 2nd edn, London:
Kogan Page, 1, pp. 3–16.
Quinn, R. E., Faerman, S. R., Thompson, M. P.
and McGrath, M. R. (2003) Becoming a Master
Manager: A Competency Framework, 3rd edn,
Chichester: Wiley.


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Preface

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

In its 250th anniversary year, the Royal Society of Arts continues its mission to encourage arts,
manufactures and commerce. During the next six years, the RSA will focus on five key challenges framed within a new Manifesto: to encourage enterprise, move towards a zero waste
society, foster resilient communities, develop a capable population, and advance global citizenship. These themes are going to tax the best hearts and minds in boardrooms worldwide, as
well as the communication and public relations profession itself, demanding a higher degree of
specialist knowledge and skill than ever before.
The publication of this book offers a powerful contribution to the range of projects we have
implemented to support the Manifesto, including Visions of a Capable Society, Intellectual
Property, Shared Mental Modes, Sustainable Design and Global Citizenship. Principles, techniques and strategies come together in this book from lead international researchers, academics
and practitioners to help us and the international business community to meet its obligations
with the help of the authors’ proven expertise and wise counsel.
Sir Paul Judge
Chairman, The Royal Society for the
Encouragement of Arts, Manufacture and Commerce (RSA)

Acknowledgements

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found

The General Editor is indebted to the following: Rachel Crookes and Francesca Poynter at
Routledge; Anna Leatham, Giuliana Taborelli, Mireille Jones, Jenny Johns, Khalda Ahmed and
Kay Ahluwalia for their skilled IT support throughout numerous drafts; and those friends, colleagues and organizations who have willingly participated in putting together this scholarly
contribution to the corporate communication and PR discipline.
The Editor and the publishers are grateful for permission to reproduce copyright material
and while every effort has been made to ensure that all owners of copyright material have been
notified, apologies are offered to any copyright holders whose rights may have unwittingly
been infringed. Should such an instance be identified, we would appreciate receiving relevant
information. We will undertake to rectify errors or omissions in future editions of this book.


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PART I CORPORATE COMMUNICATION

AT NATIONAL LEVEL

‘Well, I tried to swing the wheel——’ He broke off, and suddenly I guessed at the truth. ‘Was Daisy driving?’ ‘Yes,’ he said after a moment, ‘but of course I’ll say I was. You see, when we left New York she was very nervous and she thought it would steady her to drive—and this woman rushed out at us just as we were passing a car coming the other way. It all happened in a minute but it seemed to me that she wanted to speak to us, thought we were somebody she knew. Well, first Daisy turned away from the wom- an toward the other car, and then she lost her nerve and turned back. The second my hand reached the wheel I felt the shock—it must have killed her instantly.’ ‘It ripped her open——‘ ‘Don’t tell me, old sport.’ He winced. ‘Anyhow—Daisy stepped on it. I tried to make her stop, but she couldn’t so I pulled on the emergency brake. Then she fell over into my lap and I drove on. ‘She’ll be all right tomorrow,’ he said presently. ‘I’m just going to wait here and see if he tries to bother her about that unpleasantness this afternoon. She’s locked herself into her room and if he tries any brutality she’s going to turn the light out and on again.’ ‘He won’t touch her,’ I said. ‘He’s not thinking about her.’ ‘I don’t trust him, old sport.’ ‘How long are you going to wait?’ ‘All night if necessary. Anyhow till they all go to bed.’ A new point of view occurred to me. Suppose Tom found