14thAMSTERDAMCORPORATECOMMUNICATIONSYMPOSIUM

May31,2017

Atthe14thAmsterdamCorporateCommunicationSymposiumstudentswillpresentresearchprojectsconductedduringtwospecializationseminarsthatmarkthestartoftheirMasterCorporateCommunication.Theresearch“StrategicCommunicationinOrganizations”(SCiO)projectswillbepresentedinthe

formofposterpresentations,whereastheresearchfromthe“StrategicCommunicationofOrganizations”(SCoO)coursewillbepresentedinparallelsessions.

Intwoposterpresentationsandtwoparallelpresentations,thestateoftheartresearchintoCorporateCommunicationphenomenaispresented.

Thebestresearchwillbeawardedwithprizes.

Wehavetwokeynotespeakersthisday:SaloméGaljaard,ofArup,whowillbetalkingaboutinnovationandknowledgesharinginorganizations.AndJoostvanDoesburg,managerpublicaffairsatVerenigingNederlandseVerkeersvliegers(DutchAirlinePilotAssociation),whowillbetalkingabouttheroleof

mediarelationsforlobbyingactivities.

WewishyouallagreatSymposium!

TheSCiOandSCoOlecturers:

LuziaHelfer,PernillvanderRijt,IinaHellsten,AnkeWonneberger,WardvanZoonen,

Keynote(1):SaloméGaljaard

SaloméGaljaardhasbeenworkingfortheAmsterdamofficeofArupasaproductandinteractiondesignerforalmost10years.Arupisoneoftheworld’sleadingcompaniesinthebuildingsectorthathasatrackrecordininnovativeengineering,design,planningandprojectmanagementinthebuildingsector.ProjectsincludetheSydneyOperaHouseortheLondonEye.SaloméisaprimeinnovatorwithinArupandhasleadseveralsuccessfulprojects.Herkeynotewillprovidefirst-hand

insightsintohowcreativityandinnovationispartofacompany’sDNA.

CheckherLinkedInprofile:https://nl.linkedin.com/in/salomegaljaardInformationonArupNetherlands:http://www.arup.com/global_locations/netherlands

Keynote(2):JoostvanDoesburg

AsmanagerpublicaffairsoftheDutchAirlinePilotAssociation(VNV),Iamresponsibleformanagingallexternalpublicstakeholders,frommembersoftheDutchandEuropeanparliament,tothemediaandseveralministries.IamalsothechiefspokespersonfortheVNVcoveringawiderangeofaviationandpolicytopics.

CheckhisLinkedInprofile:https://www.linkedin.com/in/joostvandoesburg/OverviewofmediaappearancesofVNV(Dutch):https://www.vnv.nl/publicaties/in-de-media

Timeschedule

11.30-11.45 Walkin

11.45-11.55 Kickoff

11.55-12.40 KeynoteSaloméGaljaard

12.50-13.10 1stpostersessionSCiO

13.10-13.30 2ndpostersessionSCiO

13.30-14.00 Break

14.00-15.00 1stparallelsessionSCoO

15.15-16.00 KeynoteJoostvanDoesburg

16.15-17.30 2ndparallelsessionsSCoO

17.40-17.55 Awards

18.00-19.30 Drinks@Kriterion

SYMPOSIUMPROGRAM

11.30-11.45 Walkin 11.45-11.55 KickoffinREC-C0.02 11.55-12.40 KeynoteSaloméGaljaard

12.50-13.10 1stpostersessionSCiO

Room AllposterpresentationsareinroomREC-C0.02Timeslotpitches 12.50-13.10Postertitles Theeffectof

transformationalleadershiponindividualemployeecreativity:theroleofknowledgesharingandgenerationY

Creativity,climateandleadershipcommunication

Aquantitativeresearchregardingtheinfluenceofflexibleworkconditionsongroupcreativity,andtheroleofindividualautonomyandknowledgesharingonthisrelationship.

Presenters ElizavanderBeek,IdskeDouwenga,SuzannevanderStaaij,FloorvanLigten,&YaraVertegaal

RosellaCecchini,AntjeLaenen,MerveRenda,&MartenWouda

DemiBakker,EstelleCool,DaniqueJanssen,&KiyaraMakatita

Postertitles EffectsofTeamCommunicationClimateonOrganizationalInnovationandtheRoleofTeamKnowledgeSharing.

Creativityinthemodernworkplace:Quantitativeresearchtotheworkenvironmentthataffectemployeesatisfactionandindividualcreativitywithinanorganization

Presenters YamelaDavid,ZakariaVedaei,CélineMacdougall,&NadiaAdamopoulou

FleurAbbenhuis,SusanneLooij,JelenaNikolić,EvelienPleging,&LindaZieverink

13.10-13.30 2ndpostersessionSCiO Room AllposterpresentationsareinroomREC-C0.02Timeslotpitches 13.10-13.30Postertitles Thecomplexinterplayof

enterprisesocialmediause,climateandknowledgesharingonteamcreativity

Organizationalteamcreativityandinterculturalcommunicationintoday’sglobalizedworkingenvironment

Flexwork,knowledgesharing,teamcreativity-acomplexrelationship

Presenters NikolettaBozika,BlytheForde,KonstantinaMermela,&AnitaLottse

MartineBaijanova,PalomaChalier,IvanMarkovic,KarlSchreiber,&KeesSmeets

GwenGerritsen,KimBaeten,KionaStierman,NadineBüchler,&SabrinaSchmidt

Postertitles

ContextualisingInnovation:

TheRoleofContextualFactorsintheCommunicativeProcessofOrganisationalInnovation

Presenters BarryBracken,FedericoBonandrini,MarziaConti,PauMarcos,LukasWegenast

13.30-14.00

BREAK

14.00-15.00 1stparallelsessionSCoOpapers

Theme A1:CRISISCOMMUNICATION

B1:CRISISCOMMUNICATION

Room RECC3.02 RECC3.03Chair AnkeWonneberger IinaHellstenTimeslot 14.00-15.00 14.00-15.00 Title1stpresentation Crisiscommunication:howthe‘fit’

influencescostumer’semotionsandallocationofresponsibility

Framinganenvironmentaldisaster:Thedifferencebetweenleftandrightwingnewspapers

Presenters FleurAbbenhuis,EstelleCool,&DaniqueJanssen

FloorvanLigten,IdskeDouwenga,&YaraVertegaal

Title2ndpresentation ExaminationofalignmentofVolkswagen’s CrisisInMotion:TheDynamicsofCrisisEvolution

crisiscommunicationinthe2015emissioncrisis

onOrganisationalCommunicationandPublicResponse

Presenters FedericoBonandrini,NadineBűchler,MarziaConti,&KionaStierman

BarryBracken,CharlotteSchulz-Knappe,&LukasWegenast

Title3rdpresentation Howdonewsmediaframecrises?AcasestudyoftheautopilotaccidentofTesla

Whatistheeffectoftheorganizations’crisisresponsesintermsoftheemotionsofsocialmediausers?

Presenters NadiaAdamopoulou,AnnaAnthrakidou,KimBaeten,YamelaDavid,&AnaKrsmanovic

NikolettaBozika,KonstantinaMermela,&AnitaLottse

15.15-16.00 KeynoteJoostvanDoesburg(REC-C0.02)

16.15-17.30 2ndparallelsessionSCoOpapers

Theme A2:CORPORATEBRANDING

B2:CORPORATEBRANDING&CSR

COMMUNICATION Room RECC3.02 RECC3.03Chair AnkeWonneberger IinaHellstenTimeslot 16.15-17.15

16.15-17.30

Title1stpresentation Strategicallycommunicatingarebrandingprocess:Aquantitativecontentanalysisoftherebrandingprocessofprofitandnon-profitorganisationsviamultiple

TheInfluenceofCultureandIndustrySectoronCSRCommunication

communicationchannels

Presenters DemiBakker,SusanneLooij,KiyaraMakatita,&EvelienPleging

SuzannevanderStaaij,JelenaNikolic,&LindaZieverink

Title2ndpresentation Bodyconsciousbrandinginthefashion

industry

Nestlé'sWatergate:Iscommodificationofwaterframeddifferentlyinpressreleasesthanintraditionalnewsmedia?

Presenters PalomaChalier,GwenGerritsen,IsabellaMulder,&SabrinaSchmidt

MartineBaijanova,YannickEshuijs,&KeesSmeets

Title3rdpresentation Missionandvisionstatementsofmanagersandorganizations:acontentanalysis

TheMarketingPowerofSocialMedia:AnInstagramBrandingAnalysis

Presenters RossellaCecchini,AntjeLaenen,CarlottaRosi,&MartenWouda

IvanMarkovic,PauMarcosMorales,&KarlSchreiber

Title4thpresentation BrandingConsistency:ItsEffecton

EmployeeCompanyEvaluation

Presenters MerveRenda,BlytheForde,ThijsLeenman&CelineMacDougall

17.40-17.55 Awards

18.00-19.30 Drinks@Kriterion

AbstractsSCiO(posterssessions)

PostersessionsI

Theeffectoftransformationalleadershiponindividualemployeecreativity:theroleofknowledgesharingandgenerationYElizavanderBeek,IdskeDouwenga,SuzannevanderStaaij,FloorvanLigten,YaraVertegaalPastresearchhasshownthatbecauseoftheimportanceofknowledgeandcreativityintoday’scompetitivemarketsociety,itiscrucialfororganizationstoknowhowtheycanincreasebothknowledgesharingandcreativitytoensuretheirlong-termsurvival.Transformationalleadershipisknowntohaveapositiveinfluenceonknowledgesharingandcreativity.However,noresearchhasinvestigatedtherelationshipbetweentheseelementswithamoderatingroleofgenerationY.Therefore,thisstudyfocusesontheeffectoftransformationalleadershiponindividualemployeecreativity,andtheroleofknowledgesharingandgenerationY.Analysisofanonlinesurveyamong271participantsshowsthatthereisasignificantpositiveeffectoftransformationalleadershiponindividualemployeecreativity.Second,transformationalleadershiphasasignificantpositiveeffectonknowledgesharing.Third,knowledgesharinghasasignificantpositiveeffectonindividualemployeecreativity.Fourth,thefindingsofthestudyimplicatethatknowledgesharinghasasignificantpositiveeffectonindividualemployeecreativity.ThefifthandlastfindingofthisresearchimplicatesthatgenerationYhasnosignificantmoderatinginfluenceontherelationshipbetweenknowledgesharingandindividualcreativity.Implicationsofthefindingsarediscussed,anddirectionsaregivenforfutureresearch.Creativity,climateandleadershipcommunicationRosellaCecchini,AntjeLaenen,MerveRenda,MartenWoudaIputbothyourversionstogetherandadjusteditalittlebit:Creativityandinnovationaselementaryhumanabilitiesandasoutcomeofcommunicationactivitiesarecrucialfororganizationalsuccess.Drawingonpreviousstudiesrelatedtocreativity,innovationandinfluencingcommunicationfactors,wedevelopedthreehypothesesabouthowboth,innovationandcreativity,onanindividuallevelcouldbeenhancedwithintheorganizationalcontext.Thehypothesesweretestedwithdatacollectedviaanonlinesurvey.235adultrespondentswerequestionedaboutorganizationalidentification,transformationalleadership,individualcreativity,andinnovativeclimate.Theresultsindicatethattransformationalleadershiphasapositiveimpactonindividualcreativity(b*=.14,p<.05).Thiseffectismoderatedbythepresenceofaninnovationclimatewithinanorganization(R2=.10,p<.05).Lastly,theresultsfailedtosupporttheexpectationthatorganizationalidentificationenhancestheeffectofthemoderatedrelationship(R2change-.0004,p=.80).Theseresultshavepracticalandmanagerialimplicationsfororganizationsandgiveprospectforfuturestudies.

Aquantitativeresearchregardingtheinfluenceofflexibleworkconditionsongroupcreativity,andtheroleofindividualautonomyandknowledgesharingonthisrelationship.DemiBakker,EstelleCool,DaniqueJanssen,KiyaraMakatitaCreatingcreativityingroupsisimportantfororganizationstobecompetitiveandcontributestotheirsuccesses.Thus,fosteringgroupcreativityisofcrucialimportancefororganizationsto‘stayinthegame’.TheenvironmentoforganizationsischangingrapidlybecauseofICtechnologiesandglobalization.Theseshiftscauseemployerstoprovideflexibleworkconditionsfortheiremployees,withtheintenttoprovidemorework-relatedautonomy.Thispaperexamineshowflexworkhasaninfluenceongroupcreativitywithinorganizations.Amodelisdevelopedthatexaminedhowindividualautonomyandknowledgesharingplayaroleontherelationshipbetweenflexworkandgroupcreativity.Atotalof299participantshavecompletedasurveythatwassendouttothem,measuringseveralaspectsoftheirjobs.Theresultsofseveralvarianceanalysesshowthatbothflexworkandautonomyarepreconditionsforcreatinggroupcreativity.Groupcreativityisfoundtobevaluablefororganizations,whenemployeesexperienceacertainextentofautonomyregardingwork-relateddecisions,obtainedbytheirflexibleworkconditions.Therefore,communicationpractitionersthatworkfororganizationsinwhichgroupcreativityisofimportance,mayconsidertoevaluatetheirorganization'spolicyonflexworkandautonomy.EffectsofTeamCommunicationClimateonOrganizationalInnovationandtheRoleofTeamKnowledgeSharing.YamelaDavid,ZakariaVedaei,CélineMacdougall,NadiaAdamopoulouTheimportanceofinnovationfororganizationstosustainanddeveloptheirpositioninthehighlycompetitiveenvironmentoftoday’sworld,requiresanunderstandingofthebasicpremisestoinnovate,paramountforsurvival.Reflectingonexistingtheoreticalandempiricalliteratureonorganizationalinnovation,thispaperseekstoaddtothisbulkofresearchusingaquantitativesurveydesignwithresponsedatafromaconveniencesampleof299employees.Theaimwastoexaminetheeffectsofteamcommunicationclimateonorganizationalinnovationandtheroleofteamknowledgesharinginthisrelationship.Findingssuggestedthatthestrongerthecommunicationclimateinateamis,thegreatertheorganizationalinnovation.Similarly,althoughtoamuchweakerdegree,themoreknowledgeissharedwithinateamthegreatertheorganizationalinnovation.However,teamknowledgesharingwasnotfoundtomoderatethepositiverelationshipbetweenteamcommunicationclimateandorganizationalinnovation.Theseinsightsarevaluableastheypresenthowmicroteamdynamicswithinorganizationstranslatetoorganizationaldevelopmentatamoremacrolevelandhoworganizationsmightbenefitfromcapitalizingonfeasible,smallscaleadjustmentsonateamleveltoboostoverallorganizationalinnovation.

Creativityinthemodernworkplace:Quantitativeresearchtotheworkenvironmentthataffectemployeesatisfactionandindividualcreativitywithinanorganization

I changed the Introduction

FleurAbbenhuis,SusanneLooij,JelenaNikolić,EvelienPleging,&LindaZieverinkCreativityinanyorganizationisvitaltoitssuccessfulperformance.Throughouttheyears,variousscientificstudieshavebeenpublishedontheimpactofemployeesatisfaction,whichiscrucialtocreativity.Jobsatisfactionitselfleadstomoreparticipationintheorganizationalculture,butwhythissatisfactionarisesispartlyduetoanopencommunicationclimateandflexibleworkingconditions.Therefore,thisresearchwantstolookathowcreativityplaysarolehere.Today,theconnectionbetweenanopencommunicationclimate,flexibleworkingconditions,employeesatisfactionandemployeecreativityhasnotbeenexplored.Thismakesitinterestingtoexaminetheextenttowhichtheworkenvironmenthasanimpactontheindividualcreativityofemployees,andtoresearchwhetheremployeesatisfactionplaysamediatingrole.

Toinvestigatethisconnection,quantitativeresearchwasconducted,withanonlinesurveycompletedby148respondents.Theresearchshowsthatjobsatisfactionisnotamediatorbetweenopencommunicationclimateandflexibleworkdesigns,andcreativity.But,thereisaconnectionbetweenjobsatisfactionandcreativityandbetweenthetwocommunicationfactors,opencommunicationclimateandflexibleworkdesigns,andjobsatisfaction.Finally,itbecomesclearthattheuseofinternalsocialmediainflexibleworkingconditionsdoesnothaveapositiverelationtoemployeesatisfaction.Thiscreatesnewimplicationsformanagersanditsemployees.

PostersessionsII

Thecomplexinterplayofenterprisesocialmediause,climateandknowledgesharingonteamcreativityNikolettaBozika,BlytheForde,KonstantinaMermela,AnitaLottseAsorganisationsadapttothedigitalworldandtherapidlychangingnatureofbusiness,acreativeedgeisbecominganincreasinglyvitalcomponenttoremaincompetitive.Inbetterunderstandinghowenterprisesocialmedia(ESM)usecanpromote,enableandachievegreatercreativeoutputviathesharingofknowledgeamongstteamsandhowaconduciveclimatecanbettersupportthesepractices,aquantitativesurveyfocusingoncreativityandinnovationinteamswasadministered.Basedonavalidsampleof173participants,onlinesurveyresultsshowedthattheuseofenterprisesocialmediasignificantlypredictsteamcreativity.Thoughincontrasttopredictions,asupportiveclimatewasfoundnotsignificantlyconducivetothisprocess.Similarly,teamknowledgesharingasamediatorcouldnotaccountforthepositiveimpactbetweenESMuseandteamcreativity.Achievingcreativeoutputisthusacomplexprocessandrequiresmoreconsiderationinanorganisationalcontext.Asarelativelynewcommunicativepractice,enterprisesocialmediahasbeenrapidlyadopted,butfromacreativeperspective,isjustasquicklyunderutilised,underestimatedandundervalued.Organizationalteamcreativityandinterculturalcommunicationintoday’sglobalizedworkingenvironment

MartineBaijanova,PalomaChalier,IvanMarkovic,KarlSchreiber,KeesSmeets Organizationstodayareseldomhomogenous.Withglobalizedenvironmentsbecomingthenorm,organizationsaroundtheworldareoftenmadeupofavarietyofindividualseachwiththeirownrangeofdemographiccharacteristics.Ouroverallaimofthisresearchstudywastoexaminehowdiversityinorganizationsandinterculturalcommunicationcaninfluenceknowledgesharingandcreativityoutcomesinorganizations.Todoso,wesentoutasurveyto449individualsworkinginorganizationsatleast20hoursaweekwithatleast30employees. Althoughourresultsdidnotproduceconcretesignificantconclusionsinrespecttoperceivedsocio-culturaldiversityandteamcreativity,wewereabletofindarelationshiprelatingtoteamcreativity.Ourfindingsshowthatknowledgesharingregardlessofindustryandjobpositionofindividualsatthesameorganizationinfluencesteamcreativity.Inourconclusionwediscusstheinsignificantresultsandtheirvalueforfutureresearchaccordingtoourthoroughanalysisofshortcomings(e.g.rangeofindustries,scopeofinterculturalcommunication,importancecategorization-elaborationmodel).Flexwork,knowledgesharing,teamcreativity-acomplexrelationshipGwenGerritsen,KimBaeten,KionaStierman,NadineBüchler,SabrinaSchmidtTheaimofourstudywastoexaminehowtheuseofenterprisesocialmediainfluencestherelationshipbetweenflexibleworkdesignsandknowledgesharingwhichleadstoteamcreativity,whenmoderatedbysocialcapital.Weconductedaquantitativeonline-surveywithrespondentsworkingaminimumof20hoursperweekinanorganizationwithatleast30employees.Ourfindingsshowedonesignificanthypothesisconcerningthepositiverelationshipbetweenknowledgesharingandteamcreativityplusoneadditionalresult,regardingourvariablesocialcapital.Wefoundthatsocialties,trustandgoalshaveapositiveimpactonteamcreativitythroughknowledgesharing,whichmeansthatenterprisesinwhichsocialrelationshipsarehighlyvaluedcouldexperiencehigherlevelsofteamcreativity.Anotherpositivefindingwasthatthelevelofknowledgesharingincompaniespositivelyinducesteamcreativity.ContextualisingInnovation:TheRoleofContextualFactorsintheCommunicativeProcessofOrganisationalInnovationBarryBracken,FedericoBonandrini,MarziaConti,PauMarcos,LukasWegenastInnovationisincreasinglyseenasadrivingforceinanorganisation’scompetitiveadvantage.Inordertomorefullygrasphoworganisationscanharnessthisvaluableasset,thisstudyinvestigatestheroleofthecontextualfactorsthatmightleadtobetterinnovationoutcomes.TakingaCommunicativeConstitutionofOrganisations(CCO)perspective,wetreatTransformationalLeadership,IndividualKnowledgeSharing,andInnovationClimateascommunicativephenomenathatprecedeandinfluenceOrganisationalInnovationoutcomes.WehypothesiseTransformationalLeadershiptohaveaneffectonorganisationalInnovation,mediatedbyIndividualKnowledgeSharing.Withinthisrelationship,weexaminetheroleofInnovationClimateasamoderatoroftheeffectofIndividualKnowledgeSharingonOrganisationalInnovation.Resultsofasurvey,conductedacrossorganisationsofvariousindustries,suggestthattheroleofInnovationClimateismorecomplexthaninitiallyhypothesised.AdditionalanalysesfurthersupportthisnotionbysuggestingthatInnovationClimatemediatestheeffect

ofTransformationalLeadershiponOrganisationalInnovation.Acentralimplicationoftheresearchbeingthatleadersshouldprioritisesupportforaninnovativeclimateinorganisationsinordertomaximiseinnovationoutcomes.

AbstractsSCoO(parallelpresentationsessions)

ParallelsessionsISessionA1:CRISISCOMMUNICATION

Crisiscommunication:howthe‘fit’influencescostumer’semotionsandallocationofresponsibilityFleurAbbenhuis,EstelleCool,DaniqueJanssenThroughtheriseoftheInternetandsocialmedia,stakeholderscaneasilyexpresstheirnegativeandpositiveopinionsaboutorganizations,affectingthereputationoforganizationsandpossiblyleadingtoacrises.Intheeventofacrisis,organizationscanusevariouscrisisresponsestrategiestoreducethenegativeimpactandprotectthereputation.Someofthesestrategiesensurethatstakeholdersassignlessresponsibilityforthecrisistotheorganization,ifappliedtotherighttypeofcrisis,throughwhichstakeholdersexperiencepositiveemotions.Inthisresearch,thecentralquestionis:“inwhatwaydoesthe'fit'betweenthecrisistypeandthecrisisresponsestrategiesinfluenceconsumersentiment?”Thisquestionhasbeeninvestigatedthroughaquantitativecontentanalysisof12messagescontainingacrisisresponsestrategyofAlbertHeijnand303consumerresponses.Theresultsshowthatdespiteanappropriatefit,consumersexpresslesspositiveemotions.Inaddition,asuitablefitdoesnotguaranteeadecreaseofnegativeemotionsandtherelationshipbetweenfitandemotionisnotmediatedbytheattributedresponsibility.ThefindingsarethusnotinlinewiththeSCCTmodel.Therefore,moreresearchisneededontherelationshipbetweenthefitofthecrisistypeandthecrisisresponsestrategies.

ExaminationofthealignmentofVolkswagens’crisiscommunicationinthe2015emissioncrisisFedericoBonandrini,NadineBüchler,MarziaConti,KionaStiermanVolkswagen’s2015emissioncrisis,duetoadefaultsoftwaremakingcertaincars’emissionsseemcleanerthantheyactuallywere,offerstheperfectscenariotoinvestigatethealignmentofVolkswagen’scrisiscommunicationindifferentmediatypes.Asampleof143socialmediaposts(TwitterandFacebook)and58pressreleasesfromVolkswagen’sofficialnewschannelswereanalysedwithaquantitativecontentanalysis,regardinglanguagecharacteristics,crisisresponsestrategies,framesandtone.SeveralindependentT-testswereconductedtoassessthealignmentbetweenbothmediatypes.Ithasbeenfoundthattheysignificantlydifferintermsoflanguagecharacteristics,besidesthealignmentregardingtheinclusionofacalltoaction.Intermsofcrisisresponsestrategiesandframes,themisalignmentstatedmustbeattributedtothefactthatframingandcrisisresponsestrategiesweregenerallylessusedinsocialmedia.Incontrast,tonehasbeenfoundtobesignificantlyaligned,namelyneutraltoslightlypositiveinbothmediatypes.Overall,theconsiderablemisalignmentinVolkswagen’scrisis

communicationmaybeattributedtothedifferentrolesofthedifferentmediatypesincrisiscommunication.Thisfindingopensuponfurtherresearchaboutcrisiscommunicationthroughsocialmedia.Howdonewsmediaframecrises?AcasestudyoftheTeslaautopilotaccidentNadiaAdamopoulou,AnnaAnthrakidou,KimBaeten,YamelaDavid,AnaKrsmanovicThisstudyanalyzeschangesinUSnewspapercoverageofelectricautomakerTeslabeforeandafterthefirstknownfatalaccidentinvolvingitsvehiclewithnewlydevelopedautopilottechnology.Theanalysisfocusesononlinearticlesofthreenewspapers,sixmonthsbeforeandaftertheaccidentwhichoccurredinMayof2016.Thenumberofanalyzedarticlesrepresentsasmallpercentageofallarticlespublishedonthetopic.ThisanalysisshowsthatnewspapersdepictTeslapositivelybothbeforeandaftertheaccident.Thefindingsrevealedsomedifferencesincontentappearinginarticlesaftertheaccident,focusingmoreonsafetyissuesandconcerns,butthegeneraltoneandframingofTeslahasnotbeensignificantlyimpactedbytheaccident.Contentofnewsarticlesplaysaroleinprimingpublicattention,andframingplaysanimportantroleinmediashapingpublicopinion.InthecaseofTesla,anindustryleaderforgingmoresustainablepracticeswithintheautomotiveindustry,understandingtheframingandcontentshiftsstemmingoutofacrisissituationcanimpactitsoverallcrisisresponsestrategy.Crisissituationscanhavelongstandingeffectsonpublicattentionsurroundingabrand’sreputation,andadeeperunderstandingofhowcrisesunfoldwithinaspecificindustrycanprovidetheopportunityformoreeffectiveresponses.

SessionB1:CRISISCOMMUNICATIONFraminganenvironmentaldisaster:ThedifferencebetweenliberalandconservativenewspapersIdskeDouwenga,YaraVertegaal&FloorvanLigtenPastresearchhasshownthatthereareconsiderabledifferencesbetweenliberalandconservativenewspapersregardingtheframingofevents.However,noresearchhasinvestigatedtheeffectofliberalandconservativenewspapersregardingtheframingofcertainenvironmentaldisasters.Therefore,thisstudyfocusesontheframingdifferencesbetweenaliberalandconservativenewspaperintheUnitedStates,regardingtheoilspillintheGulfofMexicoin2010.Acontentanalysisamonga100newspaperarticleswasusedinordertomeasurethedifferencesbetweenbothnewspapers.Analysesshowthattheconservativenewspaperusedsignificantlymoreepisodicframesthantheliberalnewspaper.Second,theconflictframeisusedsignificantlymoreoftenbytheliberalthantheconservativenewspaper.Third,theattributionofresponsibilityframewasthemostcommonusedframeinbothnewspapers.Fourth,asignificantconnectionwasfoundbetween

thefirst-quotedsourceandtheconflictframe.Nosignificantrelationshipwasfoundregardingthesourceandframeused.Implicationsofthefindingsarediscussed,anddirectionsaregivenforfutureresearch.CrisisInMotion:TheDynamicsofCrisisEvolutiononOrganisationalCommunicationandPublicResponseBarryBracken,CharlotteSchulz-Knappe,LukasWegenastThiscasestudyexaminestheorganisationalcrisissurroundingGermanwingsflight4U9525,whichcrashedinMarch2015,leaving150peopledead.Crisesposevariousimmediateandconsequentialchallengesfororganisations.Inordertoassesshoworganisationscanmoreeffectivelycommunicateduringthismostchallengingofperiods,thisstudyinvestigateshoworganisationalcommunicationandpublicresponseshiftoverthecourseofacrisis.Wetakeacommunication-centredapproachontheinterplaybetweenorganisationalcommunicationandpublicresponsebehaviouracrossdifferentstagesofacrisis.Resultsindicateachangeinbothorganisationalcommunicationaswellaspublicresponseacrossthedefinedstages,thereforesupportingthenotionofcrisesasinherentlydynamicratherthancategorisingthemasoneentity.Furthermore,culturalproximityisshowntoplayaroleinpublics’crisisresponsebehaviour.Practicalimplicationsarederivedfromthesefindings.Practitionersareencouragedtoanticipatethedynamicnatureofcrisesthroughouttheirdevelopment,tounderstandtheirpublicsaslocalandglobal,andtodesigntheircommunicationstrategiesaccordingly.Thestudythenprovidesavenuesforfutureresearchinthefield."Whatistheeffectoftheorganizations’crisisresponsesintermsoftheemotionsofsocialmediausers?”NikolettaBozika,KonstantinaMermela,AnitaLottseCrises constitute a threat to the organizations’ status and reputation and thereupon, it is crucial for crisis communication scholars andprofessionalstounderstandhowtomakeoptimaluseofthesetoolsinordertomeettheirpublics’expectations,andatthesametimeforfendtheirreputation.Theaimofthispaperistoinvestigatehowthecrisisresponsestrategiesemployedbytheorganizations,aftertheirreputationhasbeen impaired, influence their followers’emotions. Inorder toassess thiseffect,a contentanalysisonTwitterwasconducted for twonotorious companies, representing the food and cosmetics industry accordingly. Crisis emotion research has been limited and haspredominantlyexploredangerandsympathy,signifyingtheneedtoinvestigateagreatervarietyofcrisisemotions.Therefore,ascaleincludinganger,sympathy,joyandtheirsubcategoriesalongwithneutralityandironywasemployed,inordertoassessthefollowers’crisisemotions.Byincludingtheemotionofirony,whichconstitutesanewtrendofrespondingtocrisiseventsonsocialmediaplatforms,aninnovativestepisattempted, and ascertained by the results. Situational Crisis Communication Theory (SCCT) was used as a classification scheme for thecorporations’crisisresponsestrategies,signifyingthedealanddenystrategiesasprevalent.Thefindingsofthisstudycouldprovidethefieldofcrisis communication researchers and practitioners with evidence, in order to develop more effective response strategies and therefore,eliminatetheshortcomingsofacrisis,safeguardthecorporation’sreputationandpreserveharmoniousrelationshipswithitsstakeholders.

ParallelsessionsII

SessionA2:CORPORATEBRANDINGStrategicallycommunicatingarebrandingprocess:Aquantitativecontentanalysisoftherebrandingprocessofprofitandnon-profitorganisationsviamultiplecommunicationchannelsDemiBakker-SusanneLooij-KiyaraMakatita-EvelienPlegingRecently,publishedstudieshaveshownthatorganisationsneedtorebrandtheircorporatebrandinordertokeepupwiththecontinuouslychangingsociety.Rebrandingconcernsadjustingandconductingvisualaspectsofthebrandaswellasthebrand’smission,visionandvalues.Toreachtheirstakeholders,organisationsmakeuseofmultiplecommunicationchannels.However,non-profitandprofitorganisationsdifferinboththeirstakeholdersandcommunicationchannels.Previousresearchhasfocusedondifferentrebrandingstrategiesanorganisationcanimplement,buthaslackedinresearchingthedifferencebetweennon-profitandprofitorganisations.Thecurrentstudyhasanalysedannualreports,websitesandsocialmediachannels(N=96)frombothnon-profitandprofitorganisations.Theresultsshowthatrebrandingoccursmoreoftenwithinthevisualaspectsofthecorporatebrandthanthenon-visual,bothfornon-profitandprofitorganisations.Althoughtherearedifferencesbetweennon-profitandprofitorganisationsregardingtherebrandingstrategiesthatareimplementedtocommunicatetherebranding,themostimportantfindingisforbothtypeoforganisationstocommunicaterebrandingonsocialmediausingthetranslucentwarningstrategy.BodyconsciousbrandinginthefashionindustryGwenGerritsen,PalomaChalier,IsabellaMulder,SabrinaSchmidtTheaimofourstudywastoconductacomparativeanalysisbetweentwoleadingfashionretailers:H&MandLaneBryant.Ourmainfocuswasthedifferentapproachestheseretailersholdtowardsplus-sizefashionandhowtheircustomersreceivetheseapproaches.Weconductedaquantitativecontentanalysistocomparethecorporateexpressionsrelatedtoplus-sizefashionandthebrandimageasexpressedbytheirclienteleonFacebook.Ourfindingsshowedthattheplus-sizeclienteleofLaneBryantfeelssignificantlymorerepresentedbythebrandthanH&M’sclientele.AdditionallywefoundthatLaneBryantreceivedsignificantlymorepositivecommentsthanH&MonthesocialmediaplatformFacebook.Examiningtheoverallresultsweseethatplus-sizewomenfeelmorerepresentedbyandhave

amorepositivetoneontheircommentsonsocialmediatowardsLaneBryantthanH&M.Corporateidentityandmanagementvacancies:thealignmentanditseffectonthefinancialperformanceRossellaCecchini,AntjeLaenen,CarlottaRosi,MartenWoudaAcompany’svisionandmissionshapethecorporateidentityaswellastheexecutivemanagement.Thispaperaddstotheresearchfieldofcorporateidentitybycomparingpublishedvisionandmissionstatementsandmanagerialvacancies.Theaimwastoexploretowhatextentcompaniesregardtheirvisionandmissionstatementascrucialforvacanciesonamanagementlevel.Additionally,weexaminedwhetheranalignmentofmission/visionstatementsonwebsitesandLinkedInleadtoasuccessfulfinancialperformance.Acontentanalysishasbeenconductedtoexamine64companieslistedontheFortune500whohavealsopublishedamanagementvacancyonLinkedIn.Theresultsdonotsupportthehypothesisthatagreatalignmentbetweenthemissionandvisionstatementandthemanagerialrequirementsleadstoahigherfinancialperformance.Furthermore,ourfindingssuggestthatcompanieswithacleargoalorientationontheirwebsitealignedthejobvacancymorewiththeirwebsitestatementsthancompanieswhodidnothaveaspecificgoalstated.Futurestudiesshouldtakeotherelementsthatconstitutethecorporateidentityandcompanies’valuesintoaccount.Additionally,tomeasurethefinancialperformance,otherranksthatdonotsolelyconsiderUScompaniesshouldbeused.

SessionB2:CORPORATEBRANDING&CSRCOMMUNICATIONCommunicatingCSRpracticesoncorporatewebsites:TheInfluenceofCultureandIndustrySectorJelenaNikolic,SuzannevanderStaaij,LindaZieverinkTheimportanceofcorporatesocialresponsibility(CSR)communicationhasincreaseddrasticallyoverthelastfewyears.Thisis,amongothers,duetothesocietalchanges,mostlyoneconomic,socialandclimatelevel.SeveralstudieshavebeenconductedtoinvestigateintohowandwhyorganizationsuseCSRandinwhatwaythisisaffectingthepublicworld.However,theextenttowhichorganizationsuseCSRcanbedependentondifferentaspectsandmoreimportantly,canresultsindifferentorganizationaloutcomes.ThisstudyfocusesontheinfluenceofindustrytypeandcultureonCSRcommunicationoncorporatewebsites.SeveralorganizationsfromtheautomotiveandtheconsumerelectronicindustryareselectedfromWesternandAsiancountriesastheyshowtotakevaryingplacesinwell-knownCSRrankinglists.Therefore,thisstudyrevolvesaroundcertainfactorsthatpossiblytriggerthosedifferences.TodecidewhetherindustrytypeandcultureinfluencetheCSRcommunication,andwhetherstockvaluemoderatesthiseffect,aquantitativecontentanalysiswasconducted.ThecorporatewebsitesoftwentycompaniesareanalysedonCSRreporting.Theresultsinherentlyshowthatthereislittletonoinfluenceof

cultureandindustrytypeontheCSRcommunication.Stockexchangevaluedidnotmoderatethisrelationship.ThefindingswillhavefurtherimplicationsformanagersandforfutureinvestigationintotheunderlyingreasonsfortheselackofdifferencesinCSRcommunication.Nestlé’sWatergate:IsNestlé’scommodificationofdrinkingwaterframeddifferentlyinpressreleasesthanintraditionalnewsmedia?MartineBaijanova,YannickEshuijs,KeesSmeetsToday,largecorporationssuchasNestléareexpectedtotaketheirresponsibilitytowardssociety.Incommunicatingtheircontributionstosociety,however,corporationsmightchoosetodefinerealityforthemanypublicsonwhomtheorganizationdepends.ThepurposeofthiscasestudyisthereforetoexamineframingdiscrepanciesinpressreleasesfromNestléandtraditionalnewsmediacoverageaboutNestlé’s,bothregardingthemultinational’sactivitiesrevolvingaroundthecommodificationofdrinkingwater.Bymeansofaquantitativecontentanalysis,weinvestigatewhethertheframes(i.e.financial,compliance,environmental,ethical,andhumaninterest)intraditionalnewsmediacoveragecoincidewithframinginNestlé’spublicreportingonthemultinational’sseeminglyunethicalactivities.Indoingso,thenotionsofframing,agendabuildingpower,andframenegotiationareexplicitlybroughtforward.Byidentifyingbothsignificantandsubstantialrelationshipsbetweenthetypeofsourceandparticularframes–mediatedthroughskepticism–weallowcorporationstoreconsidertheirCSRcommunicationstrategyandlookfurtherintothepossibilitiesindependentthirdpartiesmayoffer.Simultaneously,futureresearchisencouragedonsimilartopicsthatmay,contrarytothisresearch,providecorporationswithCSRrelatedinsightsthatextendtheWesternscope.TheMarketingPowerofSocialMedia:AnInstagramBrandingAnalysisIvanMarkovic,PauMarcosandKarlSchreiberSocialmediacontentisrapidandessentiallycostless.Organizationsandbrandsintoday’sbusinessworldhavecometoharnesssocialmediaasapowerfultooltoreachouttotheirglobalconsumers.Oneofthesesocialmediaplatforms,Instagram,hasbeenfavouredstronglyamongbusinesseswithrespecttoachievingmarketingaims.TheaimofthisstudywastoexaminehowbusinessesimplementtheircorporateidentitiesonInstagramprofilesandhowdifferenttypesofbrandstrategiesrelatetobrandtypesandsocialmediapopularity.Ourresearchdesignwasacontentanalysisof90postsbyaproduct,service,anddestinationbrand,atotalof270Instagramposts.ThethreebrandsselectedwereLipton,TheButcher,andFoodhallen,respectively.Ourresearchfindingsshowedsignificantconclusionsregardingbrandtypepopularityandmarketingstrategies.WefoundthatthedestinationbrandwasthemostpopularonInstagramfollowedbyserviceandproduct.Inaddition,anAwarenessandInformationmarketingstrategywasfoundtobemostfavouredbythethreebrands.Relationshipsbetweenmarketingstrategyandpopularityoutcomesweredeterminedaswellastherelevanceofvisualaspectstomarketingstrategies.Finally,wediscussourlimitationsandimplicationsofourfindingsonfutureresearchinasimilarfield.BrandingConsistency:ItsEffectonEmployeeCompanyEvaluation

MerveRenda,BlytheForde,ThijsLeenman,CelineMacdougallThemotivationtoemploystrategiestoattractandretainstaffhasneverbeenmorepressingasfinancialmarketsareincreasinglyrecognizingtheskills,experienceandknowledgeofemployeesassourcesofvaluetothefirm.Intheprocessofattractingemployees,theneedtocommunicatecorecompanyvalues,theoperatingphilosophiesorprinciplesthatguideanorganization'sinternalconduct,canproveacompetitiveadvantagethatiscurrentlyoftenmissedouton.Thisstudyaimstoinvestigatewhetherorganizationalvaluesthatareconsistentlyrepresentedacrosscorporateandemployeebrandingrelatespositivelytoemployeecompanyevaluation.Thisstudyfurthercontributestothefieldofreputationmanagementinmeasuringconsistency.Anewlydefinedlistofvaluecategorieswereproducedtoencapsulatethosevaluescommonlyrepresentedoncorporatewebsitesandwereusedasthebenchmarkforcomparisonacrossalternativebrandplatforms.ContentanalysisofvaluesretrievedfromcorporatewebsitesandjobvacanciesofonehundredFortune500companiesshowedthatmostofthesetopcompaniesfailtobeconsistent.Additionally,andincontrarytopreviousfindings,companieswithsignificantcorporate-employerbrandingconsistencydidnotnecessarilyreceivepositiveemployeeevaluations,asevidencedthroughtheonlinecompanyevaluationforum,Glassdoor.Theseresultsopenupnewwaysandpossibilitiestoinvestigatethesignificanceofcorporate-employerbrandingconsistencyinthecommunicationofvaluestotheoutsideworld.Inacontextwherereputationiseverything,itisimperativefororganizationstostartrecognizingthatwhatisimportanttoemployees,shouldalsobeimportanttothem.