Publication Type

Journal Article

Publication Date

1-2016

Abstract

AbstractPurpose – The purpose of this paper is to identify factors influencing an organization’s predispositionto bridging strategy, and tests relationships between those factors and bridging strategy.Design/methodology/approach – Online survey was conducted in South Korea. Hierarchicalregression was used.Findings – Identified factors are environmental complexity, top management attitude towardstakeholders, analysis orientation, and authoritarian culture.Research limitations/implications – By adopting the concept and measures of bridging as anorganization’s public-engagement strategy, this study was able to capture an organization’s strategicapproach for problem-solving in communication management.Practical implications – Strong analysis orientation allows organizations to look into problems intheir complex environments affecting their performance and their key stakeholders before deciding onstrategies; 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 factorsinfluencing 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

Emerald Group Publishing Limited

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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