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Abstract
A process of institutionalization of the communication function in complex organizations has been gradually taking place for several years and the evaluation of the results of the communication efforts is a factor that supports that process. The aim of this article is to test these hypotheses using the results of a survey conducted in large Italian private and public organizations. To this end, we will examine certain indicators of the processes of institutionalization of communication, the spread of certain criteria of evaluation of communication and, in particular, the relationship between evaluation and institutionalization. The specific hypothesis is that evaluation of the results of communication supports the spread of its use and the strengthening of its role in the strategic management of companies and, thereby, its institutionalizationFootnote 1 .
1In this article, the paragraphs dedicated to “Survey Design” and “Conclusions” have been written by Emanuele Invernizzi; the other three on “Institutionalization and Evaluation: Theoretical Approaches,” “Trends of Institutionalization,” and “The Relation between Institutionalization and Evaluation of Communication” have been authored by Stefania Romenti.
Notes
1In this article, the paragraphs dedicated to “Survey Design” and “Conclusions” have been written by Emanuele Invernizzi; the other three on “Institutionalization and Evaluation: Theoretical Approaches,” “Trends of Institutionalization,” and “The Relation between Institutionalization and Evaluation of Communication” have been authored by Stefania Romenti.
2Mediobanca is a major Italian Bank with a highly specialized centre for financial analysis research. It annually publishes the most authoritative and complete classification of the largest and most important companies operating in Italy.
3The research was conducted by IULM University, Milan, and FERPI (Italian Public Relations Federation) and directed by Professor Emanuele Invernizzi. The results of the survey were presented at the International Congress of EUPRERA (European Public Relations Education and Research Association) in Milan on October 16th–18th, 2008.
4In 1994 and 2004 two surveys, similar to the one conducted in 2008, were carried out with the same methodology, on the same population and by the same research team of IULM University.
5The response options to the question “How seriously the communication managers' proposals are taken by the CEOs?” are based on a Likert five-point scale from 1 (Taken very seriously) to 5 (Not taken into account).
6The response options to the question “Does the communication manager play a strategic and reflective role?” are based on a Likert five-point scale from 1 (A very important one) to 5 (Not important at all).
7The first indicator, which indicates whether the communication manager is a CCO, is in fact only apparently more objective in indicating his or her influence on top management: this is because to be a CCO does not always mean being a permanent member of the Executive Committee of the company, and not always having a say on the strategic decisions of top management.
8The evaluation indicators used measure the respondents' forecasts regarding the change that may occur for each of them over the next three years. The response options are based on a Likert five-point scale from 1 (Heavy increase) to 5 (Heavy decrease).
