Disciplines

Communication | Public Relations and Advertising | Social and Behavioral Sciences

Abstract

In a previous study involving depth interviews and a survey of Chief Communication Officers (CCOs), the authors identified the key drivers and inhibitors of high performance on corporate communications teams. In this follow-up study, the authors tested a resulting model of four performance drivers and four outcomes of high-performing teams. In addition, the study analyzed the different perspectives of CCOs, their direct reports and their team members. Results indicated that each variable in the model had several dimensions that were rated distinctly. Also, there were significant differences in how CCOs evaluated their organization across many variables compared to those who report directly to them and the other members of their teams. Also, there were significant differences in how respondents rated their team on performance variables depending on if they perceived their role as providing communication services, driving stakeholder advocacy, or enabling the company’s outcomes. Finally, respondents provided open feedback on their opinions about what to do to improve performance in their team. These responses are summarized in relationship to the proposed model and suggestions for future research. Academics and professionals alike can apply the results to: a) understand what constitutes “high performance” in corporate communications, b) consider how to develop high performance in specific organizations, c) be conscious of the outcomes, and therefore the incentives, of achieving high communication performance, and d) be aware of differing assessment of performance between CCOs and other members of the communication team.

Original Citation

Penning, T. and Bain, M. (2021). Testing a Model of Drivers and Outcomes for Corporate Communications Team Performance. Public Relations Journal 14(3). https://instituteforpr.org/wp-content/uploads/Penning_PRJ14.3.3.pdf

Download

Share

COinS