The creation of value in and for organisations and societies has become a
major area of interest in the triple context environment of people, planet and
profit. The role of communication in this process prompted this study, guided by
the following fundamental research question:
How can strategic communication management be conceptualised in a
triple context environment, considering the shared expectations between
top management and communicators about communication excellence,
with specific reference to the business cycle and the communication
cycle of the organisation?
The study followed a grounded theory methodology (Strauss and Corbin) and
was conducted in three phases of triangulation:
Phase 1: Two literature cases were compiled and analysed. The first consisted
of four slices of data, which guided the compilation of the second case (540
academic articles). The data were analysed through the hierarchical process of open coding, axial coding and selective coding, which resulted in a preliminary
framework for the grounded theory.
Phase 2: Six empirical field studies were conducted by means of desk research
and interviews. The data were analysed by using the hierarchical coding
process with the aim of developing the concluding framework.
Phase 3: The substantive grounded theory was compared with the Excellence
theory, while a case study of best practice, illustrating the pragmatic applicability
of the theory, was also presented.
The integrative strategic communication management theory developed in this
research, illustrates the core considerations in the communicative ambit of the
organisation as it functions in the triple context environment. In the demanddelivery
linkage of shared expectations between top management and
communicators, the management categories of a sustainability orientation,
inclusive corporate governance approach, and integrative strategic
management and strategy development were identified as causal conditions for
the phenomenon of the conceptualisation of strategic communication
management in a triple context environment. In this context, the communication
management categories of conscious internal and external communication and
mutually beneficial stakeholder relationships serve as intervening conditions for
reflective stewardship when facilitating core competencies and dynamic
capabilities in the co-creation of value. The outcomes of this process are a
good corporate reputation and communicative capacity built through
communicative currency, capital, equity and value.