Strategic Communication Networks

We consider situations in which individuals would like to choose an action which is close to that of others, as well as close to a state of nature, with the ideal proximity to the state varying across agents. Before this coordination game is played, a cheap-talk communication stage is offered to the individuals who decide to whom they reveal their private information about the state. The information transmission occurring in the communication stage is characterized by a strategic communication network. We provide an explicit link between players' preferences and the equilibrium strategic communication networks. A key feature of our equilibrium characterization is that whether communication takes place between two agents not only depends on the conflict of interest between these agents, but also on the number and preferences of the other agents with whom they communicate. Apart from some specific cases, the equilibrium communication networks are quite complex despite our simple one-dimensional description of preference heterogeneity. In general, strategic communication networks cannot be completely Pareto-ranked, but expected social welfare always increases as the communication network expands.Cheap talk ; coordination ; incomplete information ; networks

Strategic Communication and the Stakeholder Concept: Merging Marketing Communication and PR

Corporate communication is a strategic endeavour of two major directions; market and non-market communication. Within this differentiation, marketing and communication/Public Relations usually operate separately with a major focus on stakeholder communication since scholars’ research provides evidence for its sustainable advantage. But with regard to different stakeholders’ requirements, the differentiation between market and non-market-related communication has diminished and a number of objectives have become both disciplines’ targets. This paper suggests an extension for the notion communication and introduces a strategic model merging both disciplines under the new function of Strategic Communication. Key Words: Corporate communication, strategic communication, stakeholder concept, unitary perception

Strategic communication networks

In this paper, we consider situations in which individuals want to choose an action close to others' actions as well as close to a payoff relevant state of nature with the ideal proximity to the common state varying across the agents. Before this coordination game with heterogeneous preferences is played, a cheap talk communication stage is offered to players who decide to whom they reveal the private information they hold about the state. The strategic information transmission taking place in the communication stage is characterized by a strategic communication network. We provide a direct link between players' preferences and the strategic communication network emerging at equilibrium, depending on the strength of the coordination motive and the prior information structure. Equilibrium strategic communication networks are characterized in a very tractable way and compared in term of efficiency. In general, a maximal strategic communication network may not exist and communication networks cannot be ordered in the sense of Pareto. However, expected social welfare always increases when the communication network expands. Strategic information transmission can be improved when group or public communication is allowed, and/or when information is certifiable.cheap talk ; coordination ; partially verifiable types ; public and private communication

NHEP Strategic Communication Plan, Kellam, D

The New Hampshire Estuaries Project’s (NHEP) Strategic Communication Plan (SCP) facilitates the implementation of Action Plans related to public outreach and education (POE) and focuses resources on communication activities that strengthen the organization’s position in the resource management community. The plan begins with a situational audit that examines the history of the NHEP, its role in the natural resources management community and the target audiences identified in the NHEP Management Plan. Next, the SCP’s goals and objectives for the next three years are described. Finally, the SCP appendices include branding elements, program descriptions, Management Plan relevance to the SCP, and a draft of a survey to planning board members, conservation commissioners and regional planning commission staff

Strategic Communication

http://deepblue.lib.umich.edu/bitstream/2027.42/108580/1/CommunicationsPartII.pd

STRATEGIC AND SOCIAL PREPLAY COMMUNICATION IN THE ULTIMATUM GAME

Pre-play face-to-face communication is known to facilitate cooperation. Various explanations exist for this effect, varying in their dependence on the strategic content of the communication. Previous studies have found similar communication effects regardless of whether strategic communication is available. These results were so far taken to support a social-preferences based explanation of the communication effects. The current experiment provides a replication and extension of previous results to show that different processes come into play, depending on the communication protocol. Specically, pre-play communication in an ultimatum game was either restricted to nongame- related content or unrestricted. The results show that strategic, but not social, communication affects responders' strategies. Thus, the existing results are cast in a new light. I conclude that pre-play communication effects may be mediated by qualitatively dierent processes, depending on the social context.

THE SPECIFIC OF KNOWLEDGE BASED STRATEGIES

Communication addresses the lesser-known in Romania issue of knowledge based specific strategies. The main issues addressed during scientific communication are: • assumptions and defining features of the knowledge-based strategies • strategic knowledge - the core of knowledge-based strategy • strategic dilemmas involved • types of specific strategies based on knowledge • key elements that condition the development of advanced knowledge-based strategies • coordinates of specific strategy knowledge-based methodology The communication, based on an intense consultation of the international literature in the knowledge management domain, contains elements of originality, with particular reference to the strategic knowledge variables, which determine the specific implementation of the strategies based on knowledge and the methodology to design and implement them.knowledge based management, knowledge based strategy, strategic knowledge, strategy dilemma, knowledge based strategy typology, methodology of strategy

Strategic Communication Museum Kereta Api Ambarawa sebagai Project Manager

Tugas akhir berupa karya bidang ini dilatarbelakangi oleh sangat potensialnyamuseum kereta api Ambarawa sebagai rancangan museum kereta apiInternasional, akan tetapi kurangnya promosi museum membuat museum jarangdikenal oleh masyarakat dan belum banyak dikunjungi. Terbukti dari riset yangtelah dilaksanakan, diperoleh angka brand knowledge informan terhadap museumKA sebesar 58% yang menunjukan bahwa orang belum tahu museum kereta apiAmbarawa, dimana letaknya dan apa saja barang yang dikoleksi disana.Sedangkan tingkat afeksi menunjukan angka 37%, hal ini menunjukan bahwaorang masih belum mau mencari tahu informasi tentang museum KA Ambarawaitu sendiri. Sedangkan hal behavior berupa tingkat kunjungan masihlah berada dirata-rata kunjungan sebesar 600 orang per hari.Tujuan dari diadakannya Strategic Communication Museum Kereta ApiAmbarawa ini adalah mempromosikan Museum Kereta Api Ambarawa gunameningkatkan pengetahuan dan sikap masyarakat untuk berkunjung ke museumKereta Ambarawa. Selain itu karya bidang ini juga bertujuan untuk meningkatkanafeksi, kognisi dan juga behavior pengunjung maupun calon pengunjung museumkereta api Ambarawa.Pada 1 bulan pelaksanaan di bulan Mei 2015, kegiatan berhasil mendapatkanpeningkatan pengunjung yang signifikan di bulan Mei dengan total kunjungan21.514 orang (dewasa) dan 9.272 orang (anak-anak). Rata-rata di bulan Meimenunjukan angka 993 orang per hari. Jika dikatergorikan berdasarkan kunjunganweekend dan weekdays, pada weekdays menunjukan angka rata-rata 623 orang danpada weekend menunjukan angka rata-rata 1.769 orang. Aspek kognisitentangpengetahuan pengunjung tentang museum Kereta Api Ambarawa tentang apa,dimana letak museum, koleksi, dan juga potensi museum kereta api Ambarawadalam pelaksanaannya meningkatkhingga presentase 73% dari angka 58%.Dalamaspek afeksi didasarkan pada minat masyarakat untuk mau berkunjung keMuseum Kereta Api Ambarawa dalam pelaksanaannya meningkat dia angka 66%dari 37%.Karya bidang ini menunjukkan bahwa “Strategic CommunicationMuseum Kereta Api ambarawa ‘Sepoorheroes' berhasil dilakukan sesuai goalsyang ditentukan

Design as communication in micro-strategy — strategic sensemaking and sensegiving mediated through designed artefacts.

This paper relates key concepts of strategic cognition in microstrategy to design practice. It considers the potential roles of designers' output in strategic sensemaking and sensegiving. Designed artifacts play well-known roles as communication media; sketches, renderings, models, and prototypes are created to explore and test possibilities and to communicate these options within and outside the design team. This article draws on design and strategy literature to propose that designed artifacts can and do play a role as symbolic communication resources in sensemaking and sensegiving activities that impact strategic decision making and change. Extracts from interviews with three designers serve as illustrative examples. This article is a call for further empirical exploration of such a complex subject

Enhancing Employee Communication Behaviors for Sensemaking and Sensegiving in Crisis Situations: Strategic Management Approach for Effective Internal Crisis Communication

Purpose The purpose of this paper is to explore the organizational effectiveness of internal crisis communication within the strategic management approach, whether it enhanced voluntary and positive employee communication behaviors (ECBs) for sensemaking and sensegiving. By doing so, this study provides meaningful insight into: new crisis communication theory development that takes a strategic management approach, emphasizing employees’ valuable assets from an organization, and effective crisis communication practice that reduces misalignment with employees and that enhances voluntary and positive ECBs for the organization during a crisis. Design/methodology/approach This study conducted a nationwide survey in the USA among full-time employees (n=544). After dimensionality check through confirmatory factor analysis, this study tested hypothesis and research question by conducting ordinary least squares multiple regression analyses using STATA 13. Findings This study found that strategic internal communication factors, including two-way symmetrical communication and transparent communication, were positive and strong antecedents of ECBs for sensemaking and sensegiving in crisis situations, when controlling for other effects. The post hoc analysis confirmed theses positive and strong associations across different industry areas. Originality/value This study suggests that voluntary and valuable ECBs can be enhanced by listening and responding to employee concerns and interests; encouraging employee participation in crisis communication; and organizational accountability through words, actions and decisions during the crisis. As a theoretical implication, the results of this study indicate the need for crisis communication theories that emphasize employees as valuable assets to an organization