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External Communication (external + communication)

Distribution by Scientific Domains

Humanities and Social Sciences	75%

Selected Abstracts

Managing stakeholders or the environment?

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 1 2009
The challenge of relating indicators in practice
Abstract Many organizations present their environmental work in the form of annual reports and use the indicators in them for follow-up. However, internal communication and management is needed for environmental improvements. The indicators found in reports may be suitable for external communication, but are they also suitable internally and operationally? This article reviews the existing literature on environmental indicators. With the help of an operational approach, from organisation theory, and a life-cycle approach, indicators are analysed. The analysis shows that formulating indicators for internal management is not an easy task; available guidelines are of little help. It is concluded that the environment can be managed internally by relating indicators. Therefore, an additional set of indicators for internal management and a wider responsibility for the life cycle are recommended. The analysis and recommendations are illustrated with examples drawn from the field of property management. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment. [source]

The Global Reporting Initiative and corporate sustainability reporting in Swedish companies

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2003
Carl-Johan Hedberg
With empirical evidence from Swedish companies, this paper analyses the phenomenon of corporate sustainability reporting (CSR) in general and the use of CSR guidelines developed by the Global Reporting Initiative (GRI) in particular. The main questions at issue are why companies have chosen to use the GRI guidelines and how this has affected corporate social responsibility and environmental management. From interviews with all Swedish companies that use the guidelines, we have found that companies produce CSRs mainly to seek organizational legitimacy, and that the main reason for use of the GRI guidelines is an expectation of increasing credibility of the CSR, but also that it provides a template for how to design a report. Moreover, we have found that the CSR report and the GRI guidelines are of more help for internal than external communication at this stage of development. It could help corporations to learn about themselves and to see what has actually been done in the organization. In all, the GRI guidelines would have the potential for gaining visibility and control of the triple bottom line on a corporate level, but they are in need of further development, not least in relation to the issue of verification. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment. [source]

Communication in a Fund-Raising Marathon Group

JOURNAL OF COMMUNICATION, Issue 2 2005
Michael W. Kramer
A bona fide group perspective (Putnam & Stohl, 1990) suggests that participation in a particular group is influenced by members' simultaneous affiliation with other groups. Based on this premise, this study examined the communication in a temporary group dedicated to raising money for a nonprofit diabetes organization by participating in a marathon. Using ethnographic methods, it examined how participants formed a temporary group through communication, how internal and external communication supported and energized members in their training and fund-raising efforts, how members maintained multiple group memberships and responded to changing membership of the group, and whether communication contributed to the group and to its members achieving their goals. Overall, the findings suggest that participation in multiple groups actually assisted successful members in reaching goals. [source]

Communication in performance-based training and instruction: From design to practice

PERFORMANCE IMPROVEMENT, Issue 9 2009
Josephine A. Larbi-Apau
Communication is inextricably important to instructional design and performance-based training. Promoting effective communication as an integral part of the performance support system improves professional instructional design functions and offers greater avenues for meaningful discourse among end users of the instruction. In this article, we highlight communication in performance training and instruction for meaningful learning and effective exchange of knowledge. Internal and external communications are discussed as a means to promoting successful relationships, commitment, and ownership. [source]