Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

IF 3.1 Q1 COMMUNICATION Journal of Communication Management Pub Date : 2023-11-07 DOI:10.1108/jcom-02-2023-0027
Ansgar Zerfass, Jeanne Link
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Abstract

Purpose The question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications compete internally with other functions (e.g. marketing and human resources (HR)) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units. Design/methodology/approach Based on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature. Findings The CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principles of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated. Research limitations/implications The approach stimulates the debate on communication units as objects of observation when researching communication management practices. Further research with appropriate empirical methods is needed to identify and study different types of business models for communications. Practical implications The CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally. Originality/value Transferring a well-known concept from general management to communication management enriches the value creation debate in theory and practice. It allows communication leaders to align their work with organizational goals and make it accessible to top management and other decision-makers in the organization. It also opens up new avenues for research and education.
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沟通部门的商业模式:分析、解释和创新组织沟通管理的综合方法
传播部门是否以及如何促进组织价值创造的问题在研究中很少得到解决。然而,这种证据至关重要,因为通信在内部与其他职能(如营销和人力资源)争夺预算和工作人员。本文将商业模式这一管理理论和实践的既定方法应用于沟通单位,填补了这一空白。基于跨学科的文献综述,作者提出了通信商业模型(CBM)作为一种新的通信管理方法。为此,本文分析了商业模式的相关定义、框架和类型,并结合了企业传播文献中的见解。CBM概述了通信部门业务模型的通用架构。这些模型描述了这样一个单位如何运作的基本原则,它提供了什么服务和产品,它如何为组织创造价值,以及分配了什么收入和资源。研究局限/启示该方法在研究通信管理实践时引发了关于通信单位作为观察对象的争论。需要采用适当的实证方法进行进一步的研究,以确定和研究不同类型的通信业务模式。CBM可以作为一种管理工具来分析、解释和创新组织中的沟通管理。对于沟通从业者来说,让他们部门的工作可见,并在内部和外部定位自己,这是一种肥沃的方法。将一个众所周知的概念从一般管理转移到沟通管理中,丰富了理论和实践中的价值创造争论。它允许沟通领导者将他们的工作与组织目标保持一致,并使组织中的最高管理层和其他决策者能够访问它。它还为研究和教育开辟了新的途径。
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来源期刊
CiteScore
5.40
自引率
6.50%
发文量
29
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