How Corporate Communication Influences Strategy Implementation, Reputation and the Corporate Brand: An Exploratory Qualitative Study

Janis Forman and Paul A Argenti
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Janis Forman: Anderson School at UCLA
Paul A Argenti: Tuck School at Dartmouth, Amos Tuck School of Business, Dartmouth College

Corporate Reputation Review, 2005, vol. 8, issue 3, No 6, 245-264

Abstract: Abstract This paper reports the findings of a qualitative field study of five firms from diverse industries on best practices in corporate communication, especially as they concern the links between a company's corporate communication function, on the one hand, and its implementation of strategy, its reputation and its corporate branding, on the other. The overarching question addressed in this study is this: How can the corporate communication function operate successfully at the heart of an organization, that is, where companies are orchestrating buy-in for strategy and building the corporate brand and reputation? Results show the importance of the following elements: alignment between the function and strategy implementation, CEO as best reporting structure, focus on brand and reputation, importance of internal communications, innovative uses of information technology and the function as an art and science.

Keywords: reputation; image; identity; brand; stakeholder; communications; intangibles; philanthropy; advertising; positioning; corporate branding; e-communication; communication strategy; strategy implementation through communication; corporate branding; corporate communication strategy (search for similar items in EconPapers)
Date: 2005
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DOI: 10.1057/palgrave.crr.1540253

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