Page 27 - Corporate Communication

Cornelissen-01.qxd 10/11/2004 4:03 PM Page 18

18 Mapping the Field

Table 1.2 Theoretical perspectives on corporate communications
Perspective Theoretical frameworks used Focus of inquiry

Communications Critical theory, social exchange theory, Rhetorical analyses of
theory: rhetorical and attitudinal change/persuasion theory, organizational speech in mass
critical perspectives discourse theory, semiotic theory, media accounts
co-orientation theory Effects (including crisis and
disruption) of corporate
communications on social systems
Management theory: Decision-making theory, stakeholder Management of communication
managerial and orga- theory, resource dependency theory, and relationships between
nization perspectives systems theory, power-control theory, organization and stakeholders in its
contingency theory, conflict theory, environment
organization theory Organizational context (role,
location, structuring, professional
development) of the corporate
communications function

programming,tactical and evaluative activities engaged in for communications campaigns.
Systems theory, for example, has suggested that for organizations to be effective they
must concern themselves with the environment if they are to survive; and that corpo-
rate communications can be seen as the critical subunit of the management function
of organizations, which is committed to that task. Following a systems perspective,
Grunig and Hunt articulate the role of corporate communications as follows:‘they (the
[corporate communications] managers) must control conflict and negotiate between
the demands of the environment and the need for the organization to survive and pros-
per’. 19 Importantly, the management spectre through systems theory, or alternative
theoretical frameworks within the management strand for that matter, focuses on the
corporate communications function from the perspective and interest of the organiza-
tion (not of individuals or society), and has as such been criticized by rhetorical and
critical theorists as being too narrowly focused on corporate communications as a
managerial profession, and on the organizational issues that have come to define it. 20
On the whole, both the communications and management research traditions are
strikingly different in the theoretical frameworks used, units of analysis and even the
definition of corporate communications that each has put forward.Yet, these tradi-
tions need not be seen as in competition, but should rather be considered as alter-
native and complementary perspectives for advancing our theoretical knowledge of
21
the field. Rather than accepting one research tradition or arguing for one approach,
it is because there are differing theoretical perspectives with different assumptions
and directions that our overall knowledge of corporate communications is enriched.
Nonetheless, as I have already started to suggest, the particular approach of this book
is to advance a view of corporate communications from a strategic management
perspective. The bulk of theory and research that is sourced to support this view is
effectively from the management research tradition.This is not to devalue the com-
munications tradition, or dismiss its currency, but the management tradition will, I
believe, have greater value and a more immediate input into the perspectives of practi-
tioners and their professional development.