Strategic communication and the entrepreneurial role of the corporate communication officer

Considering the recent evolution of the communication/PR profession in large organizations both private and public, many scholars agree that a process of institutionalization is occurring. In other words, communication’s importance has been growing, reaching in recent years a strategic position as a lever for companies’ governance. A first objective of this chapter is to describe, looking at management and communication/PR literature, how and to what extent communication has become strategic. The main hypothesis is that communication has become strategic within companies’ governance in order to help each organization to develop consistently – mainly in terms of values – within its environment. A second objective is to describe, looking at the entrepreneurial organization theory and communication/PR literature, another side of the strategic evolution of communication, which is to help each organization to develop – mainly in terms of services, products and reputation – as a different, or preferably unique, entity as compared to the other organizations. The evolution of the strategic contribution of communication/PR within organizations’ decision-making has a strong impact on the role that corporate communication officers (CCOs) play in organizations both on the isomorphic and on the entrepreneurial–innovative sides of the communicational activity they carry out to support the evolution of their organizations

Using role-play to improve students’ confidence and perceptions of communication in a simulated volcanic crisis

Traditional teaching of volcanic science typically emphasises scientific principles and tends to omit the key roles, responsibilities, protocols, and communication needs that accompany volcanic crises. This chapter provides a foundation in instructional communication, education, and risk and crisis communication research that identifies the need for authentic challenges in higher education to challenge learners and provide opportunities to practice crisis communication in real-time. We present an authentic, immersive role-play called the Volcanic Hazards Simulation that is an example of a teaching resource designed to match professional competencies. The role-play engages students in volcanic crisis concepts while simultaneously improving their confidence and perceptions of communicating science. During the role-play, students assume authentic roles and responsibilities of professionals and communicate through interdisciplinary team discussions, media releases, and press conferences. We characterised and measured the students’ confidence and perceptions of volcanic crisis communication using a mixed methods research design to determine if the role-play was effective at improving these qualities. Results showed that there was a statistically significant improvement in both communication confidence and perceptions of science communication. The exercise was most effective in transforming low-confidence and low-perception students, with some negative changes measured for our higher-learners. Additionally, students reported a comprehensive and diverse set of best practices but focussed primarily on the mechanics of science communication delivery. This curriculum is a successful example of how to improve students’ communication confidence and perceptions

Sustainable Management of Events in an Experiential Perspective

Events are complex value propositions that are realized by specialists to meet different leisure and entertainment needs. They are highly intangible and experiential experiential-type products (Pencarelli and Forlani 2016) to which the application of logical experience is particularly suitable (Bartolazzi et al. 2008; Shane and Patterson 2010; Manthiou et al. 2014; Getz and Page 2016). This chapter aims to describe the role played by events in the experience economy for territories involved in sustainable tourism strategies. The authors also propose a model for event impact analysis and evaluation. Starting from the idea that tourist destinations represent a stage on which tourism products can be displayed, so as to satisfy the demands of travelers seeking engaging experiences (Pencarelli and Forlani 2016), the importance of the role played by Destination destination Management management in managing the events is further underlined. Tourists searching such experiences want to be in the spotlight and co-participate with territorial players in the creation of value. As such, Event event Management management requires the use of tools such as planning, organization, and control in order to design, plan, and put on a balanced program of events while monitoring the impact on value creation for both tourists and regional stakeholders within the perspective of sustainability. This chapter proposes to redefine the experiential perspective of a set of indicators that are useful in holistically evaluating the performance of events in a traditional tri-faceted dimension, namely i.e., economic, social, and environmental