Corporate Culture as a Source of Crisis in Companies

Corporate culture involves certain values and rules of behaviour within and outside the company, which are shared by the company employees. The cause and effect relationship between the company crisis and corporate culture is reciprocal. If the corporate culture is not strong enough when a crisis occurs, its value system can break down or the crisis can unveil inconsistencies between its stated values and relations and its actual ones. On the other hand, the corporate culture can directly launch a crisis causal chain, which means that the original cause of the crisis initiates other imbalances, or deepens the imbalances occurring in another department, speeding up the development of the crisis and making it more difficult or even impossible to pull the company out.

Zuzak, Roman. Communication World Bulletin (2004). Articles>Business Communication>Workplace

Corporate Risk Reporting: A Content Analysis of Narrative Risk Disclosures in Prospectuses    

This study examines whether companies report risk-relevant information to prospective investors. While corporate risk communication is important for the well-functioning of capital markets, our current understanding of risk reporting practices is limited. The sample consists of Dutch companies raising capital on the Amsterdam Stock Exchange in the late 1990s. In this setting, companies had much discretion in writing the risk section of the prospectus. After a detailed content analysis of the risk sections, the author demonstrates that a measure of risk extracted from these texts successfully predicts the volatility of companies' future stock prices, the sensitivity of future stock prices to market-wide fluctuations, as well as severe declines in future stock prices. Overall, these results support the view that prospectuses of Dutch companies provide adequate information about material investment risks.

Deumes, Rogier. JBC (2008). Articles>Business Communication>Financial>Risk Communication

Corporate Social Responsibility and Globalization: A Reassessment

Social responsibility, in one form or another, has been on the minds of businesses for over 100 years. By running a business that the community, local and global, can be proud of, corporations are able to create a climate of compassion that could likely translate into consumer support. Some have argued that adopting CSR standards allows companies to build brand value by imbuing their brands with ideas, emotions and beliefs that appeal to consumers. The cost of building brand value with social responsibility initiatives is usually cheaper than trying to achieve the same effect through advertising and public relations.

Frost, Randall. Communication World Bulletin (2004). Articles>Business Communication>Public Relations>International

Corporate Social Responsibility Reporting in South Africa: A Descriptive and Comparative Analysis    

In this article, the authors compare the corporate social responsibility reporting (CSRR) of companies" environment, human relations, community, human rights, and diversity dimensions"in the emerging market economy of South Africa with that of companies in the leading economies represented by the Fortune Global 100. The descriptive analysis extends earlier empirical work on the CSRR of emerging market economies, and the impact of culture on CSRR, by examining annual report data from the top 100 companies listed on the Johannesburg Stock Index and the Fortune Global 100. Generally, the frequency and level of CSRR in South African companies was significantly higher than that of the Fortune Global 100, which indicates a greater willingness to convey social responsibility in their disclosure practices. This lends credence to the notion that emerging market economies may be more receptive to stakeholder concerns and social responsibility than peer institutions in leading economies.

Dawkins, Cedric and Faith Wambura Ngunjiri. JBC (2008). Articles>Business Communication>Marketing>Africa

Corporate Social Responsibility Requires Strong Collaboration Between HR and Internal Communicators

There are ongoing debates about the reporting and working relationship between HR and internal communication, but one thing is certain: When it comes to systemic change, the kind required for effective corporate social responsibility (CSR) implementation, the two must work together in an inextricably-linked collaboration.

Mees, Adine. Communication World Bulletin (2006). Articles>Business Communication>Workplace>Public Relations

Corporate Social Responsibility: Communicators Wanted

Communication practitioners understand how to use a range of tools—formal, informal, traditional and online—and two-way symmetrical communication. They need to know that, through the energetic use of these skills, they can advance the economic, social and environmental well-being of society.

Berardocco, Diana. Communication World Bulletin (2005). Articles>Business Communication>Management

Corporatespeak: Deconstructing the New Language of Business

Business has a language all its own that changes almost daily. It is a language that is limiting, that denies possibility, and that excludes creative thinking. It is also the language with which industry players must grapple in their struggle to make money from new technology.

Leiper, Jeff. Writer's Block (2002). Articles>Business Communication>Rhetoric

Crafting a Crisis Communication Plan

In the wake of the tragic Virginia Tech shootings, it is time to ask a few serious and potentially life-saving questions about crisis communication and the plans that either exist, or don't exist, where we work.

Braud, Gerard. Communication World Bulletin (2007). Articles>Business Communication>Risk Communication>Crisis Communication

Creating a Culture of Accountability

Most of those who write about corporate social responsibility focus first and foremost on external stakeholders—responsibility-focused investors, workers in the supply chain, local communities, the press, governments or NGOs—and understandably so. These groups can undermine corporate reputations by publicizing perceived instances of social irresponsibility. Reputations may be intangible, but damage to them can cost real dollars.

Mike, Barry and Jeff Grimshaw. Communication World Bulletin (2006). Articles>Business Communication>Public Relations>Workplace

Creating an Effective Business Plan  

A business plan describes your business’s future, including your vision for your organization, your competition, your products and services, markets you’ll compete in, how you’ll sell yourself, and your financial prospective. A successful plan conveys an organization’s exciting prospects and growth potential. Its overall purpose is to “sell” the business to management and possible backers.

Hansen, Lauren Y. STC Proceedings (1999). Articles>Business Communication>Planning

Creating an Orientation Package for Your Organization  

You can create an orientation package to acclimate new personnel and ensure that they receive all the items and information they need in a timely manner. The orientation package can consist of six sections: introduction, maps, organization overview, skills list, other information sources, and checklists. Such an orientation package is currently being used at the IBM(R) Corporation in Cary, North Carolina. Businesses constantly grow and change. People join organizations, transfer between departments and sites, and return after extended absences. The sooner new personnel become skilled in their new positions, the sooner they will be productive and contributing members of the organization.

Flaherty, Erin E. STC Proceedings (1993). Articles>Business Communication>Workplace

Creating Corporate Histories

Every company has a story to tell, a story about people and passion, about vision and hard work. A corporate history tells these stories—but it is also a sophisticated marketing tool that presents your message and history in a professional, concise format. These historical "portfolios" are designed to attract and impress prospective customers and stockholders, and to create loyalty and a feeling of camaraderie among past and present employees.

Tyline King, Heidi. Communication World Bulletin (2006). Articles>Business Communication>History

Credibility and Corporate Scandals: Put Your Mouth Where Your Money Is

It doesn't matter whether a company is communicating through its balance sheet, prospectus, or Web site. The recent corporate accounting scandals have shattered much of the basic trust that enables business and investment to function. Unfortunately, this affects not only those companies whose shifty finances have recently been exposed. Today, all businesses face the need to demonstrate their credibility to customers, investors, partners, regulators, and the public.

Gahran, Amy. Contentious (2002). Articles>Business Communication>Communication

Crisis Management—Don’t Forget the People

In the past, business continuity and crisis management focused on tangible assets, especially post-crisis recovery of systems and data and reestablishment of facilities and services. This all changed in the aftermath of 9/11, when it became obvious that the human factor was as critical as the technology and the buildings. Watching the suffering of the people affected by the Madrid bombings has reinforced the need to ensure your contingency plans address the people involved.

Perl, David. Communication World Bulletin (2004). Articles>Business Communication>Risk Communication>Crisis Communication

A Critique of Grammatical Coverage in Business-Communication Textbooks  

Business English (BE) and business communication (BC) overlap. English handles linguistic mechanics and style, whereas communication holistically discusses the movement of a message from one person to another. The BC discipline, unfortunately, allows language basics into its pedagogy like a statistics course teaching fundamental mathematics. From the other side, some English courses teach BC before their students are able to handle that material. A subject teaches prepared students. If they are deficient, they are either kept out or the subject matter suffers.

Kenman, Leon F. Association for Business Communication (2004). Articles>Education>Grammar>Business Communication

Cross Current: Proficient Enough?

A recent Conference Board survey of human resource officials revealed that only 25% of today's college graduates enter the world of work with well-developed speaking skills.

Mottet, Timothy P. Communication Currents (2006). Articles>Communication>Business Communication>Education

CSR Communication: A SME-Oriented Approach  

A case study of Danish SME managers’ understanding of CSR and CSR communication conducted in the beginning of 2007 concluded that CSR communication in SMEs is a practice rather than a corporate strategy.

Nielsen, Anne Ellerup and Christa Thomsen. Association for Business Communication (2008). Articles>Business Communication>Collaboration>SMEs

Cultural Barriers to Internal Communication

Twenty years ago, I sat in the London offices of an American oil services company taking the conference brief for a CEO’s script. He was an oilman of the old school—no nonsense and pretty brutal in his management style. When his personal assistant came in with the coffee, she all but threw it over the guy and left the room with her nose in the air. “The natives are revolting,” he explained. “I made some redundancies this morning: everyone who arrived more than five minutes late.” It was my first experience of culture shock. For the Texan it was the most natural behavior; for the Brits, he represented a form of barbarism not seen since the Dark Ages. So how does a multinational firm communicate to audiences who have fundamentally different cultural values?

Wright, Marc. Communication World Bulletin (2008). Articles>Business Communication>Cultural Theory

Current Status Of Business And Technical Writing Courses In English Departments

We have heard a great deal of talk in recent years about the growth of business and technical writing courses in English departments. But very little, if any, factual information exists on how much enrollments have grown and whether they are expected to grow in the near future. Furthermore, no study has attempted to assess the impact these relatively new, rapidly expanding courses are having and will continue to have on English departments and their faculty members.

Rivers, William E. ADE Bulletin (1985). Articles>Education>Business Communication>Technical Writing

Customer Service IS a Profit Center

If you provide after the sale customer service reluctantly, or delegate it to outsourced, but cheaper, providers, you're making a huge mistake. Customer service generates revenue via word of mouth, cross-sell and up-sell opportunities, and repeat purchases by satisfied customers.

Streight, Steven. Blogger.com (2004). Articles>Business Communication>Quality>Marketing

Dead Tree or Detailed Treatise: What is a White Paper?

So what exactly is a white paper? This is one of those questions many people have been wrestling with for some time. If you look up the term in a dictionary, you'll find an outdated response describing a government report.

Stelzner, Michael A. WhitePaperSource (2006). Articles>Writing>Business Communication>White Papers

Dealing with “Enronitis”: Written Communications for Building Investor Confidence  

Recently, investor confidence has deteriorated, in part due to the discovery of fraud at several large companies. As a result, many communications from those in the financial industry have attempted to regain investor trust and confidence. This paper reports my analysis of five such communications and the themes I found appearing in them: need for trust, history of continuous improvement, continued existence of high ethical and professional standards, and investor wisdom. In writing trust-building communications, technical communicators should note: trust is built in several ways, history does not always repeat itself, and emotions are very powerful factors in decision-making.

Bloch, Janel M. STC Proceedings (2003). Articles>Writing>Business Communication>Emotions

Demystifying Ways Employees Deliver on Brand Promises

At the heart of a successful brand strategy is a clear understanding of the customers you serve and what’s important to them. Employees need direction on what the customer expects and the actions they must take to deliver on those expectations. To gain this understanding, employees must identify the interactions from the customer’s point of view to determine whether or not the company is living up to its customer “promise.” While companies can easily measure marketing dollars spent on brand-building initiatives, understanding how the brand drives customers’ purchasing decisions has often proven to be more elusive.

MacDonald, Maril. Communication World Bulletin (2004). Articles>Business Communication>Marketing

Designing Institutional Space to Bridge Institutional Divides    

Professional/technical writing has long been an effective curricular site for off-campus outreach. Especially compared to other humanities' disciplines (not that that category provides any stiff competition), professional/technical writing has emphasized practical application and liaison between the university and business/industry. Two of the chief reasons I am attracted to this field are its pragmatic orientation and its focus on writing-in-the-world.

Porter, James E. CPTSC Proceedings (2001). Articles>Education>Business Communication