Publication Type

Journal Article

Version

Postprint

Publication Date

8-2016

Abstract

Purpose – The purpose of this paper is to identify factors influencing an organization’s predisposition to bridging strategy, and tests relationships between those factors and bridging strategy. Design/methodology/approach – Online survey was conducted in South Korea. Hierarchical regression was used. Findings – Identified factors are environmental complexity, top management attitude toward stakeholders, analysis orientation, and authoritarian culture. Research limitations/implications – By adopting the concept and measures of bridging as an organization’s public-engagement strategy, this study was able to capture an organization’s strategic approach for problem-solving in communication management. Practical implications – Strong analysis orientation allows organizations to look into problems in their complex environments affecting their performance and their key stakeholders before deciding on strategies; resultantly, they are more likely to reduce problems and to improve their performance. In contrast, authoritarian culture discourages an organization’s adoption of bridging strategy. Originality/value – This study is the first empirical study investigating the dynamics of factors influencing organizations’ strategic predisposition in communication management.

Keywords

Communication management, Environmental complexity, Analysis orientation, Authoritarian culture, Bridging strategy, Strategic predisposition

Discipline

Business and Corporate Communications | Strategic Management Policy

Research Areas

Corporate Communication

Publication

Journal of Communication Management

Volume

20

Issue

3

First Page

232

Last Page

254

ISSN

1363-254X

Identifier

10.1108/JCOM-06-2015-0050

Publisher

Emerald

Copyright Owner and License

Authors

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

Additional URL

http://doi.org/10.1108/JCOM-06-2015-0050

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