Communicating strategically – talking less, targeting better Qualitative study on corporate communication’s learning in leading global companies

Companies need to communicate strategically in order to maintain dialogue and relationships with their stakeholders. In the crowded media and social media space the messages disappear in the noise generated by multiple actors. Therefore, to be heard the enterprises need to consider their communication strategically. It is not about the amount of information; it is about right targeting and usage of the right tools and channels. Social media allowed the companies to communicate directly with their stakeholders and customers. Different channels can address different stakeholders. This study focuses on a qualitative assessment of the learning patterns and profiles among 60 world leading companies. It includes enterprises from different countries and industries but with international scope of operations. The study proposes a maturity model for corporate communications strategic management

Small Business and Intellectual Asset Governance: An Integrated Analytical Framework

Having identified that there exists, as yet, no MaturityModel for Intellectual Asset (IA) Governance in Small andMedium Enterprises (SMEs), the authors have attempted todevelop theoretically one such Model and present it in this paper.Twelve dimensions of IA governance and enterpriseinfrastructure for IA governance were identified. The model alsodistinguishes among five archetypes according to their level ofsophistication. Initial testing of the model with small andmedium enterprises indicates that it provides insights into howenterprises approach intellectual governance and could be of useto businesses and policymakers alike

Communicating strategically – talking less, targeting better. Qualitative study on corporate communication‘s learning in leading global companies

Companies need to communicate strategically in order to maintain dialogue and relationships with their stakeholders. In the crowded media and social media space the messages disappear in the noise generated by multiple actors. Therefore, to be heard the enterprises need to consider their communication strategically. It is not about the amount of information, it is about right targeting and usage of the right tools and channels. Social media allowed the companies to communicate directly with their stakeholders and customers. Different channels can address different stakeholders. This study focuses on a qualitative assessment of the learning patterns and profiles among 60 world leading companies. It includes enterprises from different countries and industries but with international scope of operations. The study proposes a maturity model for corporate communications strategic management

Antecedents of E-Business Assimilation in Manufacturing SMEs

In order to further our knowledge on the use of the Internet and the Web in manufacturing SMEs, the present research seeks through an empirical study of 108 Canadian firms to explore the following questions: For what purposes are the Internet and the Web presently used, i.e., to what extent are e-business functions assimilated in manufacturing SMEs? What characteristics of the SMEs’ environmental, strategic, managerial, operational, and technological context are associated with e-business assimilation