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The chapter develops a phase model of strategic planning in integrated corporate social responsibility (CSR) communication by presenting CSR as a mindset in communication processes.

The chapter provides rationales for establishing a new phase model of strategic planning in CSR communication by adapting existing models of strategic communications. In this context, the main focus is on the need to involve stakeholders in CSR communication processes (Morsing & Schultz, 2006).

The chapter argues that in the sense of CSR communication, stakeholders should be involved in the strategic planning process from the beginning, with respect to the issues that the corporation and targeted stakeholder groups have in common.

The chapter concentrates on selected key aspects of CSR and CSR communication. In particular the aspects such as reputation, credibility, ethical alignment and stakeholder involvement are considered as prerequisites for understanding the construction of the phase model.

This chapter provides practical implications for developing communication concepts in CSR communication in daily business practice.

This chapter facilitates a comprehensive understanding of strategic CSR communication as part of CSR reflected in the development processes of communication concepts.

The purpose of this paper is to present an empirical analysis of CSR communication posted on the websites of 70 companies listed on the main stock markets in German-speaking countries, the so-called DACH region. The results of this analysis offer answers to questions that are currently being discussed in the CSR literature, namely, on the importance attributed to stakeholder information vs stakeholder dialogues in (online) CSR communication.

Using a quantitative content analysis, the study examines the extent to which leading German, Austrian and Swiss companies are meeting communication and CSR-related requirements, especially regarding stakeholder dialogue and overall stakeholder involvement.

Drawing on Morsing and Schultz’s (2006) theoretical insights concerning stakeholder engagement, this study shows that current CSR communication primarily provides information for stakeholders and contains only a few elements of consultation with stakeholders. In addition, no elements indicating stakeholder involvement in decision processes were found. Data analysed in 2004, 2007, 2012 and 2016 for the German DAX companies allowed for comparisons over time. A closer examination of these data revealed increasing professionalism in CSR communication, especially in the provision and presentation of information. Regarding information clarity and opportunities for dialogue, however, the results show low progress. The criteria set developed for the study provides guidance for how companies can improve their CSR communication, but the findings on the long-term slow progress in stakeholder involvement, in some aspects even a decrease in dialogue, also raise questions about the (perceived) use of online CSR dialogues for companies.

Communication is viewed from a strategic instrumental perspective. The empirical analysis focusses on the technical possibilities offered by the internet to make CSR communications and reporting available and understandable to stakeholders and to promote dialogue with and among stakeholders.

By focussing on online CSR communication in the DACH region, this study contributes to the current state of research and offers several recommendations for practitioners; it particularly provides critical reflection on online stakeholder dialogues and related paradigms (constitutive vs functionalistic perspective).

This paper analyses the extent to which public sector (PS) and non-profit (NP) organisations' reports and reporting processes adopt an IR framework as model of dialogical accountings and accountability (DAA) for dialogue with stakeholders.

The paper provides an overview of accountings and accountability in PS and NP organisations. The concept of dialogical communication with stakeholders is studied. The theoretical framework of DAA is supported by empirical investigation through the case studies of two organisations, one PS and one NP organisation. To contextualize findings from the case study, Estonian private schools' published management reports were analysed to explore integrated reporting (IR) elements. The paper ends with discussion and conclusions.

NP and PS aimed to improve their reporting practices. Reporting in the PS organisation were based on traditional accounting and accountability models which work in stable and non-competitive environment. IR, as a format for DAA, could bring added value to the PSO, but the mechanisms to make it work are missing. The NP organisations were already spontaneously practising some IR elements. After learning about IR, the NP organisation committed to IR principles and benefited from its guidelines. Implementing IR together with the concepts of dialogical communication, the organisations could create and benefit from better cooperation with their stakeholders both internally and externally.

The case study research does not allow for generalisation of the results, which are limited to the case organisations' context and based on their management's subjective opinions. The limitation of qualitative content analysis as a research method in current study, is its possible subjectivity. The limitation is represented by the fact that only one year's data was for analysis.

This paper can be useful to any PS or NP institution willing to enhance its public accountability and developing dialogue with stakeholders for creation and innovation. This study serves to inform organisations that are searching for ways to improve awareness of IR for communication and co-creation purposes.

This study could help in defining the framework for a larger scale IR-related study in finding trends in PS and NP organisations. The study is a platform for exploring the aspects of developing dialogue with different stakeholders of IR implementation and application process.

The conceptual novelty of the research lies in connecting IRF and dialogical communication concept. The focus is to understand how IR expedites dialogical communication in light of IR framework. In current paper, we observe the presence of IR elements in public sector and non-profit sector organisations' reports.

This paper aims to discuss how the hospitality industry is communicating corporate social responsibility (CSR) to its stakeholders, the premise being CSR communication through social media platforms will increase stakeholder engagement.

This paper is developed based on Schwartz and Carroll’s three-domain approach to CSR motivation, stakeholder theory and a synthesis of previous literature of CSR communication in the hospitality industry.

Successful communication through social media is based on two-way participative dialogue. Companies, especially the hospitality industry, have used social media to communicate information through social media in a one-way direction, that of giving information. One example is the communication of CSR actions and intentions as found on hospitality websites, intranets and social media platforms. While previous studies have shown a link between CSR communication through social media and corporate reputation, few studies have examined CSR communication through social media and its effects on specific stakeholder groups.

Rather than assuming that CSR communication can be done successfully through a “one-size-fits-all” social media discourse, this paper suggests the need for specific messages and potentially different communication channels to increase engagement from each of the various stakeholders in the hospitality industry.

This is one of the first papers which tries to address how one communication channel, social media, can affect CSR communication and increase stakeholder engagement in the hospitality industry. This paper provides discussion on the usefulness of social media to communicate CSR messages and posits the need for future research projects on a macro and micro level.

Although the literature is clear on what comprises effective project stakeholder management, communication between key stakeholders and project managers is often ineffective. Research is silent on stakeholders' insufficient knowledge of project management terminology, which is a barrier for such effective communication. This paper aims to identify the project management concepts that key stakeholders should understand to improve effective communication.

This paper employs a three-step research design. In the first step, based on threshold concept theory, the authors identify the key project management concepts through interviews with 20 project management practitioners, trainers and trainees. In the second step, the authors confirm the findings from the first step and identify effective approaches to enhance project stakeholders' communication through seven additional interviews with project stakeholders. In the third step, the authors construct a functional model of the research findings by employing a system-level modeling tool.

This research identifies five project management threshold concepts (TC) that are challenging for project stakeholders to understand (1) project benefits, (2) the iron triangle, (3) the critical path, (4) uncertainty and (5) project leadership. Following these knowledge barriers, the paper proposes unique approaches to develop effective project stakeholder communication.

This paper advances project stakeholder management research by identifying knowledge barriers and providing project managers with more effective approaches to better engage with their stakeholders.

This paper is explorative in its nature and aims to create a deeper understanding of corporate social responsibility (CSR) communication within stakeholder networks. In particular, the purpose of this paper is to focus on how CSR communication is organised and communicated within stakeholder networks from a semiotic perspective. More specifically, the paper looks at the CSR communication of Nordic-based multinational companies.

The research design of this study is twofold. First, eight in-depth interviews were conducted with senior managers in five Nordic-based global industrial companies in order to understand how their CSR communication is organised. Second, CSR messages from the interviewed companies’ websites and annual sustainability reports were semiotically analysed in order to understand the codes used in the CSR message in the communication to the stakeholder network.

The result of the research consists of a communication platform for CSR communication in stakeholder networks and a list of specific semiotic codes applied to CSR messages targeting various actors in a company’s stakeholder network. The developed CSR communication platform together with the specific CSR codes have practical value for managers aiming to develop the company’s CSR communication in a stakeholder network context.

The study contributes to the scarce literature on CSR communication in business management. It particularly highlights the need to consider a more in-depth, semiotic approach, when developing and studying CSR communication in a stakeholder network context.

The purpose of this study is to investigate how hotels practice corporate social responsibility (CSR) communication through social media, including which content type and media type receive the highest level of engagement. Two major aspects are considered, namely, CSR communication activity and stakeholder engagement.

The analysis is conducted for Forbes four-star to five-star hotels in Hong Kong. Facebook data are extracted from the property pages of the sample hotels by Netvizz, which is a Facebook data extraction application. The data analysis includes three steps and combines qualitative and quantitative approaches.

The results indicate that the type of information has a significant influence on engagement and has even more of an affect than the message strategy. Although the number of CSR-related posts is significantly lower than marketing-oriented posts, they achieve a comparable level of popularity and engagement. Posts encouraging CSR practices show the highest level of engagement among CSR-related posts. In terms of media and content types, video achieves the highest engagement, and posts related to discounts achieve the highest engagement.

This study fills the gap in the current literature by conducting a comparison between marketing and CSR communication strategies on social media. It also provides insights on how to draft more effective CSR messages.

This paper refines the Digital Media–Arena (DMA) framework to address the diversity of stakeholders contributing to the production, (re)appropriation and (re)distribution of organisational messages in digital environments. It also presents a case analysis for the purpose of demonstrating the applicability of the revised conceptual framework to a critical situation.

Grounded in key public relations, corporate communication and strategic communication research, this study first extends the DMA framework by introducing six new forms of media-arenas. Next, the study takes a public sector perspective to analyse the revised framework against a critical situation involving the Finnish prime minister in summer 2022.

The application of the revised DMA framework to analyse the critical situation shows the importance of mapping and understanding diverse discourses across multi-arenas and their communication role in a rapidly unfolding scandal surrounding the prime minister of Finland. Findings also reveal the diversity of stakeholder voices forming their own versions of organisational messages and sometimes converging organisational messages within and across DMAs.

The DMA framework can offer practical suggestions to guide communicators to make strategic choices in what, where, how and with whom they can communicate.

The revised DMA framework contributes expanding the field's knowledge of the strategic communicative use of the digital environment in typically highly volatile and multi-vocal situations by offering instrumental understanding of the conflicting challenge between subjugating and liberating organisational messages across the digital spectrum.

Organisations are undergoing dramatic changes as stakeholder groups exert an ever‐increasing influence on the place and responsibilities of organisations in society. Important drivers in this process include the environmental movement, the search for total quality management, the concept of sustainable development, ethics and organisational learning. Because the various stakeholders can view these complex issues quite differently from the organisation, it is important that those working with communications are able to understand the underlying complexities of stakeholder relationships. Work in a number of diverse fields has provided an understanding of the factors involved in developing an effective communications strategy. Stakeholder theory is an important contributor in that it provides a means for uncovering the relevant participants in the process. The authors contend that, as part of this process, the co‐orientation model can provide a unifying framework for identifying the nature of the relationships between stakeholders or actors in a communication process. At the heart of this model lies the notion of “mental models” from the organisational learning literature and the recognition that in order for any communication process to be effective these models must be “oriented” properly. The authors build on research from the organisational learning field to gain a deeper understanding of the processes that influence our perceptions of stakeholder groups. Three specific communication skills are identified that enable the communications manager to engage stakeholders in a meaningful dialogue, and thereby enhance the effectiveness of the organisation’s communication efforts. These communication skills are reflection, inquiry and advocacy.