global public relations
DESCRIPTION
International public relations is a part of daily business for more than 90 per cent of CCOs in Europe, with nearly a quarter of them dealing with 20 countries or more. Sensitivity to multiple cultures while preserving the core identity and ability to change are the main challenges, along with the language(s) problem where introduction of English as the business lingua franca is only a partial solution. Only about a half of COOs reported solid structures for international public relations operations.TRANSCRIPT
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1 / Verčič, Zerfass & Wiesenberg
Global public relations and communication management: A European Perspective
Dejan Verčič, Ansgar Zerfass, Markus WiesenbergResearch Colloquium, World Public Relations Forum, Madrid, September 2014
Universität Leipzig. Paving ways since 1409.
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2 / Verčič, Zerfass & Wiesenberg
Agenda
Global public relations and communication management
Five core research questions
Methodology
Findings
Outlook and perspectives
Questions & Answers
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3 / Verčič, Zerfass & Wiesenberg
Global public relations
Theoretical framework for global public relations
Glocalization and world class public relations
Generic principles and specific applications
Cross-national conflict shifting
English as business lingua franca
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4 / Verčič, Zerfass & Wiesenberg
Research questions
RQ 1: How important is international communication for European CCOs?
RQ 2: What are the main challenges for international public relations practice?
RQ 3: How is international public relations function organized?
RQ 4: What strategies are used to internationalise communication function?
RQ 5: What are the main challenges in international public relations for the future?
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5 / Verčič, Zerfass & Wiesenberg
Methodology: mixed methods design
Quantitative survey
part of a larger online survey among communication professionals in Europe (n = 2.802) in March 2013
sub-sample analyzed:579 communication headsof listed companies (53.9%) or private companies (46.1%)
53.9% female; 46.1% male
74.6% with more than 10 yearsexperience on the job
statistical data analysis
Qualitative survey
structured questionnaire with eight open-ended questions
invitations sent to 281 CCOs of global companies in Europe in August 2013
Respondents: 42 global communication heads of listed and private companies, average: 67,000 employees, based in 12 different countries
30 male and 12 female
inductive content analysis
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6 / Verčič, Zerfass & Wiesenberg
How important is international communication for European CCOs?
RQ1
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7 / Verčič, Zerfass & Wiesenberg
International communication is a daily business for 90%
n = 579 heads of communication (CCOs) of companies in
Europe. The values show how many of the respondents
approved each statement. Significant differences between
listed and privately-owned companies (chi-square test, p
≤ 0.05, Cramér’s V = 0.209).
Listed
companies
Privately-owned
companies
Overall
Frequency % Frequency % %
Yes, regularly 199 63.4 140 52.8 58.5
Yes, sometimes 89 28.3 96 36.2 32.0
No 26 8.3 29 10.9 9.5
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8 / Verčič, Zerfass & Wiesenberg
One out of five CCOs oversees communication in more than 20 countries
n = 579 heads of communication (CCOs) of companies in
Europe. The values show how many of the respondents
approved each statement. Significant differences between
listed and privately-owned companies (chi-square test, p
≤ 0.05, Cramér’s V = 0.132).
Listed
companies
Privately-owned
companies
Overall
Frequency % Frequency % %
Up to 5 countries 106 36.8 113 47.9 41.8
6 to 10 countries 59 20.5 51 21.6 21.0
11 to 20 countries 47 16.3 28 11.9 14.3
More than 20 countries 76 26.4 44 18.6 22.9
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International is perceived as very important
n = 579 heads of communication (CCOs) of companies in
EuropeAll items are measured on a 5-point scale
ranging from 1 (strongly disagree) to 5 (strongly agree). *
= p ≤ 0.05.
Listed
companies
Privately-owned
companies
Overall
M SD M SD M t df
Communicating internationally
is important for the organisation
4.26 1.131 4.03 1.226 4.15 2.377* 543
Communicating internationally
will become more important
within the next three years
4.22 1.083 4.12 1.118 4.17 1.042 554
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10 / Verčič, Zerfass & Wiesenberg
Europe, North America, East Asia top the list
n = 579 heads of communication (CCOs) of companies in
Europe. The values show how many of the respondents
approved each statement.
Listed
companies
Privately-owned
companies
Overall
Frequency % Frequency % %
Europe 286 99.3 234 99.2 99.2
North America 124 43.1 97 41.1 42.2
East Asia 92 31.9 67 28.4 30.3
Middle East 84 29.2 64 27.1 28.2
Latin America 90 31.3 62 26.3 29.0
South and Southeast Asia 78 27.1 62 26.3 26.7
Africa 64 22.2 45 19.1 20.8
Pacific 51 17.7 47 19.9 18.7
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What are the main challenges for international public relations practice?
RQ2
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Major challenges
n = 450 heads of communication (CCOs) of companies in
Europe. All items are measured on a 5-point scale
ranging from 1 (not challenging) to 5 (very challenging). *
= p ≤ 0.05.
Listed
companies
Privately-owned
companies
Overall
M SD M SD M χ2 Φ
Developing communication
strategies with social, cultural and
political sensitivity
3.86 1.004 4.00 0.979 3.93 9.859* .145
Monitoring public opinion and
understanding stakeholders
3.83 0.979 3.98 1.044 3.90
Understanding structures of media
systems and public spheres
3.72 1.066 3.86 1.053 3.78
Hiring and leading local
communication experts for the
own organisation
3.39 1.178 3.36 1.203 3.38
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How are international public relations functions organized?
RQ3
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Only about half of the CCOs report solid structures for international communication
•n = 579 heads of communication (CCOs) of companies in
Europe. All items are measured on a 5-point scale
ranging from 1 (strongly disagree) to 5 (strongly agree).
** = p ≤ 0.01.
Listed
companies
Privately-owned
companies
Overall
M SD M SD M t df
My organisation has solid
structures and strategies for
international communication
3.67 1.155 3.37 1.164 3.53 3.096** 559
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15 / Verčič, Zerfass & Wiesenberg
Centralization
“Central structure (with standards and policies) is key! The rest may be democratic, but causes chaos and unwanted ‘independency’ with strange strategies and statements.”
(Head of Corporate Communication, Austria)
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16 / Verčič, Zerfass & Wiesenberg
Aligned decentralization
“Aligned Decentralisation: meaning headquarters responsible for the corporate story (vision, mission, values, global strategy, targets), corporate standards (global messages, policies such as corporate design and key-wording), while regional/national communications units should ensure aligned transformation in regional/national/local statements. However, online communications remain global dues to the ‘flat world’ we live in.”
(Head of Corporate Communication, Switzerland)
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Decentralization
“My approach is decentralised management to be closer to the business, but with clear guidelines and a lot of communication with the central.”
(Director of Communication, Spain)
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What strategies are used to internationalise communication function?
RQ4
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19 / Verčič, Zerfass & Wiesenberg
Strategies used to internationalize the communication function
n = 451 heads of communication (CCOs) of companies in
Europe. All items are measured on a 5-point scale
ranging from 1 (not challenging) to 5 (very challenging).
Listed
companies
Privately-owned
companies
Overall
M SD M SD M
Implementing management structures
(planning, organisation, evaluation)
3.36 1.019 3.51 1.051 3.43
Communicating in multiple languages 3.26 1.283 3.32 1.194 3.29
Enforcing corporate design rules 3.03 1.252 3.23 1.129 3.12
Selecting and working with
communication agencies in those
countries
3.06 1.106 3.16 1.199 3.10
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20 / Verčič, Zerfass & Wiesenberg
What are the main challenges in international public relations for the future?
RQ5
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From comms departments to comms companies
“We will see a move from companies that have communication departments to communicating companies.”
(Head of Communication Services, Switzerland)
“1) Communication skills and capabilities need to be made part of the skills set of all leaders in the organization.
2) Communication training and social media enablement for all employees.
3) Communication related items will have to be part of values, vision and mission.”
(Head of Group Communication, Germany)
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22 / Verčič, Zerfass & Wiesenberg
Further questions for research
How to balance centralization / decentralization, central authority and local autonomy?
How to tackle diversity?
How to develop globally experienced staff? How to educate them and how to train them?
How to prepare global comms initiatives?
Should global comms planning processes become compulsory?
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Questions & Answers
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24 / Verčič, Zerfass & Wiesenberg
Dr. Dejan Verčič
Professor of Public RelationsUniversity of Ljubljana
Dr. Ansgar Zerfass
Professor of CommunicationManagementUniversity of Llubljana
Markus Wiesenberg
Research AssociateUniversity of Leipzig