Largest empirical study on status quo and trends in communication management and public relations worldwide with more than 2,200 participants from 43 countries. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
The 2015 edition of the largest annual study in strategic communication, corporate communications and public relations worldwide is based on responses from 2,253 communication professionals based in 41 countries across Europe. Conducted by an international research team from renowned universities, the research provides insights about the future relevance of mass media and owned media, content strategies, integrating communication functions, value contribution, strategic issues within the next three years, organisational listening, measurement and evaluation, relations between clients and agencies, and characteristics of excellent communication departments. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD) with partner PRIME Research International. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu.
Results of the largest empirical study on status quo and trends in communication management and public relations worldwide with almost 2,200 participants from 42 countries. Insights about strategic issues in the field, ethics, integration of communication, social media communications, skills and knowledge, recruitment strategies. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
The 2016 edition of the largest annual study in strategic communication, corporate communications and public relations worldwide is based on responses from 2,710 communication professionals from 43 European countries. Conducted by an international research team from renowned universities, the research provides insights about big dat, algorithms and automation in communication, social media influencers, stakeholder engagement, strategic issues and development of communication channels over a decade (2007-2016), skills and competency development of communicators, characteristics of excellent communication departments and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA), the European Association of Communication Directors (EACD) with partner PRIME Research. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu.
This edition of the world's largest study on strategic communication and public relations explores the status quo and trends across 50 countries. Topics include visualisation, social bots, hypermodernity and benchmarking for strategic communications.
Based on responses from 3,387 senior professionals from every European country, this years’ edition of the European Communication Monitor (ECM) reveals that even though the professionals are fully aware of the visual trend in society, every second professional has limited visual competencies. The data also demonstrated that the phenomenon of social (ro-)bots is largely neglected by many communication professionals in Europe. Only one third follow the debate about social bots and 15.9 per cent have no idea about the topic at all. In this context social bots are mainly seen as a threat for public debates and organisational reputation alike, although four out of ten respondents do also see opportunities arising from them.
Moreover, the ECM 2017 asked how the hyper modern paradigm might influence the work environment of communication professionals. A hypermodern society is a society in overdrive, characterised by a culture of hyper consumption, hyper change, and hyper individualism. A large majority of 71.5 per cent witness the cultural transformation towards a hyper modern culture in their country. The transition from a postmodern to hypermodern culture is the strongest in consultancies (57.2 per cent) and private companies (51.8 per cent). Organisations with postmodern and hypermodern characteristics are ahead in sensing the trend towards an overarching consumer mentality and are much stronger involved in societal debates. Most of them think that it has already changed and will continue to change the communication with their stakeholders.
The ECM is a joint project by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Directors (EACD), supported by partner PRIME Research. The communication monitor study series, initiated and led by Professor Ansgar Zerfass (University of Leipzig), analyzes trends in the field since more than a decade and covers more than 80 countries across European, Latin-America and Asia-Pacific by now.
The study is based on responses from 1,200 communication professionals in 23 countries. It surveys the status quo and trends of strategic communication, public relations and communication management across East, South and South-East Asia, Australia and New Zealand. Topics covered include the future relevance of mass media, communciation channels, social media skilles, measurement and evaluation, job satisfaction, and characteristics of excellent communication departments.
Living up to highest academic standards, the Asia-Pacific Communciation Monitor has been conducted by a research team of professors from leading international universities, headed by Jim Macnamara (Sydney), May O. Lwin (Singapore), Ana Adi and Ansgar Zerfass (Leipzig).
The Monitor is jointly organised by the Asia-Pacific Association of Communication Directors (APACD), Quadriga University of Applied Sciences and the European Public Relations Education and Research Association (EUPRERA), supported by PRIME Research International, a global leader in strategic communication research.
The Asia-Pacific Communication Monitor uses a similar methodology as the European Communication Monitor and the Latin-American Communication Monitor, making it part of the largest study in the field of strategic communication worldwide. More resources, including a web video hightlighting the results, are available for free at www.communicationmonitor.asia.
Based on responses from almost 3,100 senior professionals from 48 European countries, this years’ edition of the European Communication Monitor (#ECM18) reveals that despite the persisting debate about fake news across Europe (agreed upon by 55.8% of the respondents), this does not filter into the day to day experiences of communication practitioners (24.4%). The most affected by fake news are government-owned, public sector and political organisations (44.6% have been affected at least once in 2017/2018). Professionals based in Russia report the strongest impact of fake news on their organisations (53.2%), followed by Serbia, Slovenia and Poland (all more than 40%). The sources of fake news follow the origins of the debate with social media being the main source of misleading content (81.3%), but mass media (59.6%) can also originate this form of information. Most communication departments and agencies are not sufficiently prepared to identify fake news: Only 12 per cent of affected organisations have established advanced routines.
Besides key trends like fake news, the survey explores communications’ contributions to organisational success as well as the work environment for communication professionals in Europe. Work engagement and stress, job satisfaction and its drivers as well as the status of leadership in communication units are explored with additional detailed analyses for 22 countries.
Even though the information provision to decision-makers through different kinds of monitoring, surveys or news briefings is a common practice for most communication units across Europe (89.1%), only 28.4 per cent of the communication departments and agencies in Europe prepare advanced types of reporting with edited or curated content that delivers deep insights for decision-makers on a daily basis. Communication professionals are often expected to be high performers in a hard-working culture. No wonder that four out of ten communication professionals (39.0%) in Europe feel tense or stressed out during their working day. At the same time 25.0 per cent do not have the appropriate resources to manage this experience. Overall, 27.9 per cent has serious stress problems (reporting stress and not being able to manage it). Longitudinal comparison with the monitor surveys in 2010 and 2014 reveals a slow decline in overall job satisfaction among communication professionals in Europe. 28.9% of the surveyed practitioners would like to change their current employer within the next twelve months. However, three quarters of the communication professionals in Europe are happy in their job – overall satisfaction is the strongest in consultants or agencies (79.0%).
More information available online at http://www.communicationmonitor.eu
This full report (116 pp., PDF) for the Asia-Pacific Communication Monitor (APCM) 2017/18 is based on a survey of 1,306 communication professionals working in companies, non-profits, governmental organisations and agencies across 22 countries in the region (including China, Hong Kong, India, Thailand Vietnam, Malaysia, Indonesia, Singapore, Philippines, New Zealand, Australia and many more).
The bi-annual study is part of the global Communication Monitor series, which provides valuable insight into the communication industry and its future, assessing the impact of digital technologies, social media, mobile communications, and the need for strategic focus to align communication outcomes to organizational goals.
The APCM 2017/18 examined five areas: (1) organisations (their structure and country or countries of operation); (2) communication professionals (their demographics, role, experience, etc.); (3) the situation in which they operate (practices, skills, job satisfaction, etc.); (4) the communication department (its role, influence and performance); and (5) perceptions of the future (importance of channels, value contribution, etc.).
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu
The 2015 edition of the largest annual study in strategic communication, corporate communications and public relations worldwide is based on responses from 2,253 communication professionals based in 41 countries across Europe. Conducted by an international research team from renowned universities, the research provides insights about the future relevance of mass media and owned media, content strategies, integrating communication functions, value contribution, strategic issues within the next three years, organisational listening, measurement and evaluation, relations between clients and agencies, and characteristics of excellent communication departments. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD) with partner PRIME Research International. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu.
Results of the largest empirical study on status quo and trends in communication management and public relations worldwide with almost 2,200 participants from 42 countries. Insights about strategic issues in the field, ethics, integration of communication, social media communications, skills and knowledge, recruitment strategies. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
The 2016 edition of the largest annual study in strategic communication, corporate communications and public relations worldwide is based on responses from 2,710 communication professionals from 43 European countries. Conducted by an international research team from renowned universities, the research provides insights about big dat, algorithms and automation in communication, social media influencers, stakeholder engagement, strategic issues and development of communication channels over a decade (2007-2016), skills and competency development of communicators, characteristics of excellent communication departments and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA), the European Association of Communication Directors (EACD) with partner PRIME Research. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu.
This edition of the world's largest study on strategic communication and public relations explores the status quo and trends across 50 countries. Topics include visualisation, social bots, hypermodernity and benchmarking for strategic communications.
Based on responses from 3,387 senior professionals from every European country, this years’ edition of the European Communication Monitor (ECM) reveals that even though the professionals are fully aware of the visual trend in society, every second professional has limited visual competencies. The data also demonstrated that the phenomenon of social (ro-)bots is largely neglected by many communication professionals in Europe. Only one third follow the debate about social bots and 15.9 per cent have no idea about the topic at all. In this context social bots are mainly seen as a threat for public debates and organisational reputation alike, although four out of ten respondents do also see opportunities arising from them.
Moreover, the ECM 2017 asked how the hyper modern paradigm might influence the work environment of communication professionals. A hypermodern society is a society in overdrive, characterised by a culture of hyper consumption, hyper change, and hyper individualism. A large majority of 71.5 per cent witness the cultural transformation towards a hyper modern culture in their country. The transition from a postmodern to hypermodern culture is the strongest in consultancies (57.2 per cent) and private companies (51.8 per cent). Organisations with postmodern and hypermodern characteristics are ahead in sensing the trend towards an overarching consumer mentality and are much stronger involved in societal debates. Most of them think that it has already changed and will continue to change the communication with their stakeholders.
The ECM is a joint project by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Directors (EACD), supported by partner PRIME Research. The communication monitor study series, initiated and led by Professor Ansgar Zerfass (University of Leipzig), analyzes trends in the field since more than a decade and covers more than 80 countries across European, Latin-America and Asia-Pacific by now.
The study is based on responses from 1,200 communication professionals in 23 countries. It surveys the status quo and trends of strategic communication, public relations and communication management across East, South and South-East Asia, Australia and New Zealand. Topics covered include the future relevance of mass media, communciation channels, social media skilles, measurement and evaluation, job satisfaction, and characteristics of excellent communication departments.
Living up to highest academic standards, the Asia-Pacific Communciation Monitor has been conducted by a research team of professors from leading international universities, headed by Jim Macnamara (Sydney), May O. Lwin (Singapore), Ana Adi and Ansgar Zerfass (Leipzig).
The Monitor is jointly organised by the Asia-Pacific Association of Communication Directors (APACD), Quadriga University of Applied Sciences and the European Public Relations Education and Research Association (EUPRERA), supported by PRIME Research International, a global leader in strategic communication research.
The Asia-Pacific Communication Monitor uses a similar methodology as the European Communication Monitor and the Latin-American Communication Monitor, making it part of the largest study in the field of strategic communication worldwide. More resources, including a web video hightlighting the results, are available for free at www.communicationmonitor.asia.
Based on responses from almost 3,100 senior professionals from 48 European countries, this years’ edition of the European Communication Monitor (#ECM18) reveals that despite the persisting debate about fake news across Europe (agreed upon by 55.8% of the respondents), this does not filter into the day to day experiences of communication practitioners (24.4%). The most affected by fake news are government-owned, public sector and political organisations (44.6% have been affected at least once in 2017/2018). Professionals based in Russia report the strongest impact of fake news on their organisations (53.2%), followed by Serbia, Slovenia and Poland (all more than 40%). The sources of fake news follow the origins of the debate with social media being the main source of misleading content (81.3%), but mass media (59.6%) can also originate this form of information. Most communication departments and agencies are not sufficiently prepared to identify fake news: Only 12 per cent of affected organisations have established advanced routines.
Besides key trends like fake news, the survey explores communications’ contributions to organisational success as well as the work environment for communication professionals in Europe. Work engagement and stress, job satisfaction and its drivers as well as the status of leadership in communication units are explored with additional detailed analyses for 22 countries.
Even though the information provision to decision-makers through different kinds of monitoring, surveys or news briefings is a common practice for most communication units across Europe (89.1%), only 28.4 per cent of the communication departments and agencies in Europe prepare advanced types of reporting with edited or curated content that delivers deep insights for decision-makers on a daily basis. Communication professionals are often expected to be high performers in a hard-working culture. No wonder that four out of ten communication professionals (39.0%) in Europe feel tense or stressed out during their working day. At the same time 25.0 per cent do not have the appropriate resources to manage this experience. Overall, 27.9 per cent has serious stress problems (reporting stress and not being able to manage it). Longitudinal comparison with the monitor surveys in 2010 and 2014 reveals a slow decline in overall job satisfaction among communication professionals in Europe. 28.9% of the surveyed practitioners would like to change their current employer within the next twelve months. However, three quarters of the communication professionals in Europe are happy in their job – overall satisfaction is the strongest in consultants or agencies (79.0%).
More information available online at http://www.communicationmonitor.eu
This full report (116 pp., PDF) for the Asia-Pacific Communication Monitor (APCM) 2017/18 is based on a survey of 1,306 communication professionals working in companies, non-profits, governmental organisations and agencies across 22 countries in the region (including China, Hong Kong, India, Thailand Vietnam, Malaysia, Indonesia, Singapore, Philippines, New Zealand, Australia and many more).
The bi-annual study is part of the global Communication Monitor series, which provides valuable insight into the communication industry and its future, assessing the impact of digital technologies, social media, mobile communications, and the need for strategic focus to align communication outcomes to organizational goals.
The APCM 2017/18 examined five areas: (1) organisations (their structure and country or countries of operation); (2) communication professionals (their demographics, role, experience, etc.); (3) the situation in which they operate (practices, skills, job satisfaction, etc.); (4) the communication department (its role, influence and performance); and (5) perceptions of the future (importance of channels, value contribution, etc.).
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu
View the 2014 edition of the largest empirical study in strategic communication, corporate communications and public relations worldwide. Conducted by an international research team from 11 universities and based on responses from 2,777 professionals from 43 countries across Europe. Insights about characteristics of excellent communication functions, mobile communication, gender issues in strategic communication, job satisfaction, networking, mentoring, drivers of career development, and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD), sponsored by global communication agency Ketchum. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu.
The 13th edition of the European Communication Monitor sheds light on five pressing issues for communication leaders: trust, transparency, advocacy, content strategies and artificial intelligence in communications. Empirical insights show how societies, organisations and individual practitioners are affected. The study also identifies drivers of excellence in each field, motivating readers to evaluate their own situation and initiate a turnaround where necessary.
This edition of the ECM is based on responses from 2,689 communication professionals working in companies, non-profits, governmental organisations and agencies from 46 European countries. Detailed analyses are available for 22 countries. This makes the monitor the largest regular study of the field worldwide – and the only truly global research of its kind in conjunction with the North American, Latin American and Asia Pacific Communication Monitors.
The ECM 2019 shows that impacts and risks of Artificial Intelligence for communications are assessed quite differently, that content creation is mainly inspired by internal sources (but less by external input and discourses), that shared media have clearly gained in importance, and that sponsored social media content is used by every second communication department and agency across Europe.
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Piet Verhoeven (Amsterdam), Ángeles Moreno (Madrid) and Ralph Tench (Leeds) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2019 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights, digital communications partner Fink & Fuchs, and media partner Communication Director magazine.
Results of the largest empirical study on status quo and trends in strategic communication, corporate communications and public relations worldwide with 2,710 participants from 43 countries. Insights about CEO communication and positioning, crisis communication, digital gatekeepers, social media skills, international communication, status and budgets, and much more. Conducted by 11 renowned European universities, led by Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
This is the 2011 annual survey on future trends in communication management and public relations
The European Communication Monitor is a transnational survey on strategic communication worldwide.
It has been conducted for the fifth time in 2011 with more than 2,20 participating professionals from more than 40 countries.
The next survey will be conducted from March 1-31, 2012.
Find them online at http://www.communicationmonitor.eu
If you are a communications profession in Ireland and interested in learning about how to integrate social media into your communications plan then visit the PR Institute of Ireland website for details of the Certificate in Social Media Communications, the foremost programme of its kind in Ireland and one that has been running since 2009. http://www.PRII.ie
Disclosure: I am the programme leader for the course.
The 14th annual edition of the European Communication Monitor - an academic study on the strategic communications and PR profession - investigates six major issues for communication leaders: ethical challenges and resources for the communications profession; cyber security and communications; assessing and advancing gender equality; strategic issues and communication channels; status quo and future needs for competency development. The study also identifies drivers of excellence in each field. This allows readers to evaluate their own organisation and identify needs for improvement.
This edition of the ECM is based on responses from 2,324 communication professionals working in companies, non-profits, governmental organisations and agencies from 44 European countries. Detailed analyses are available for 22 countries. This makes the monitor the largest regular study of the field worldwide – and the only truly global research of its kind in conjunction with the North American, Latin American and Asia Pacific Communication Monitors.
The ECM 2019 shows that digital communication channels bring along new ethical challenges, but the majority of communication professionals are lacking up-to-date resources to tackle them. While three out of four communication departments employ more women than men, still only one out of two top leaders in the field are women. The main barriers identified are a lack of flexibility and intransparent promotion policies within organisations. Communication practitioners fear the hacking of websites and social media accounts – they are often involved in handling cyber security issues, but seldom help to build resilience. Last but not least, large competence gaps are identified in the fields of technology and data, although communication professionals have completed an average of 19 training days in 2019.
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Piet Verhoeven (Amsterdam), Ángeles Moreno (Madrid) and Ralph Tench (Leeds) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2020 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights, digital communications partner Fink & Fuchs, and media partner Communication Director magazine. National partners are The Nordic Alliance for Communication & Management (NORA) hosted by BI Norwegian Business School. Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
The 15th annual edition of the European Communication Monitor - the largest academic study worldwide on the strategic communications and PR profession - is based on interviewing 2,644 communication professionals from 46 European countries, providing valuable insights for public relations, corporate communications and public affairs.
As well as digital transformation of communications as the main topic, the survey explores the use of video-conferencing for stakeholder communications and changing roles of communicators when helping to create value for their organisations or clients. Salaries, key strategic issues as well as the characteristics of excellent communication departments have all been researched with more detailed analysis for 22 countries.
The study reveals that digital transformation is in progress, but few communication departments or agencies have reached maturity – 39.2 per cent of practitioners across Europe describe their unit as immature in both digitalising stakeholder communications and building digital infrastructure. Nonetheless, video-conferencing is here to stay – it is more frequently used for communication with employees and clients than with journalists and less valued by stakeholders in Eastern and South-Eastern Europe. Communication practitioners take on different roles simultaneously in their daily work – a trend to watch is the Advisor role who helps top management make better business decisions. Last but not least, professionals working in excellent communication departments are more engaged in coaching or advising executives and colleagues at all levels of the hierarchy
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Ralph Tench (Leeds), Ángeles Moreno (Madrid) and Alexander Buhmann (Oslo) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2021 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights and digital communications partner Fink & Fuchs. National partners are The Nordic Alliance for Communication & Management (#NORA) hosted by BI Norwegian Business School. Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
ComGap 2014 Report: Mind The Gap - How the public and public relations profes...Communication Monitor
The ComGap 2014 study explores communicating leadership and social media communications from the perspectives of communication / public relations professionals perceptions and the general public in 10 European countries. It is based on thorough academic standards, combining a representative poll among the general public in those countries with a survey of 1,346 communication professionals in the same markets. The public poll samples the views of 4,054 citizens and is weighted for age and gender. The survey of communication professionals looks at the trends of communication management across Europe.
The study has been authored by Professors Ansgar Zerfass (Leipzig / Oslo), Ralph Tench (Leeds), Angeles Moreno (Madrid), Piet Verhoeven (Amsterdam), Dejan Vercic (Llubljana) and Joachim Klewes (Düsseldorf), supported by Markus Wiesenberg (Leipzig).
ComGap is a joint project by Ketchum, London, and EUPRERA, the European Public Relations Education and Research Association, Brussels, delving deeper into issues explored by the European Communication Monitor (ECM) 2014 survey.
Details results in national languages are available for Austria, Denmark, France, Germany, Italy, Netherlands, Norway, Spain, Sweden, United Kingdom upon request. Contact: info@communicationmonitor.eu
Based on responses from more than 1,500 professionals from 37 countries, this is the most comprehensive analysis of the European market until now. It identifies new challenges for the field of communication 2008-2011.
Some of the insights are:
- communication management plays a major role in European organisations, but its decision-making power is weaker in Europe than in the USA;
- professionals expect that by 2011 corporate communication will succeed today`s forerunner marketing/consumer communication as the most important field of practice;
- internal/change communication and sustainability/CSR are predicted to be the fastest-growing disciplines within communication management in Europe;
- professionals see three major challenges for the future: linking their function to business strategies, dealing with sustainable development and social responsibility, and coping with the digital evolution and the social web
The study has been coordinated by Prof. Dr. Ansgar Zerfss, European Public Relations and Research Association (EUPRERA), University St. Gallen, in association with EACD and Communication Director magazine..
This annual study is conduct by EUPRERA, in partnership with EACD and Communication Director magazine, around Europe among +1.990 communication professionals, establishing short-medium term communication trends.
Despite growing investments in and increased use of social media, many companies, non-profit organizations, governmental institutions and associations are far from utilizing the full potential of these communication channels. This is revealed by the study “Social Media Governance 2011”, a joint research project organized by the University of Leipzig, pressesprecher magazine, and Fink & Fuchs Public Relations. The study was conducted for the second time this year, following a pilot study in 2010. A total of 596 corporate communication managers in Germany, Austria and Switzerland were surveyed. The study investigated the status quo of Social Media Governance, i.e. the status of regulatory frameworks for the strategic management of social media activities in organizations, identified the parameters and prerequisites for communicating on the social web, and examined the associated changes in the daily work and the required level of expertise.
Empirical study exploring leadership perceptions and practices among communication professionals and PR managers (n = 1,766) in corporations, nonprofit organizations (including governmental, political, educational) and agencies. The research led by Prof. Dr. Ansgar Zerfaß (University of Leipzig) and Prof. Dr. Ulrike Röttger (University of Münster) is part of a global research project with quantitative and qualitative methods in 8 cultural regions and 23 countries. Focus and research questions: Important issues for leaders in PR and communication management - Conditions for leadership, leadership abilities and qualities - Strategies and actions implemented by leaders to deal with important issues - Development of future leaders - Personal beliefs and perceptions about leadership.
Przegląd Europejski, 2016
Recent years confirm that new media have become one of the basic elements of creating communication strategies for the EU institutions. Officials and main decision-makers are increasingly involved in the realm of social media. It is even more significant when we observe that they make use of this tools in a fully transparent way. Such activities add new dynamics to European communication policy. This paper discusses the real-time nature of the Internet communication sphere of the EU institutions created within the guidelines of the European Commission’s new communication strategy, which makes social media complementary to conventional informational operations.
The NMC Horizon Project from the New Media Consortium is a long-term investigation launched in 2002 that identifies and describes emerging technologies likely to have a large impact over the coming five years in education around the globe. The NMC Horizon Report Europe: 2014 Schools Edition, the first of its kind for Europe, examines six key trends, six significant challenges and six important developments in educational technology that are very likely to impact educational change processes in European
schools over the next five years (2014-2018). The topics within each section were carefully selected by the Horizon Project Europe Expert Panel, a body of 53 experts in European education, technology, and other fields. They come from 22 European countries, as well as international organisations and European networks. Throughout the report, references and links are made to more than
150 European publications (reports, articles, policy documents, blog posts etc.), projects (both EU-funded and national initiatives) and various policy initiatives from all over Europe. The Creative Classrooms multidimensional framework, developed by European Commission’s JRC-IPTS on behalf of DG EAC, was used for analysing the trends, challenges and technologies impacting European schools over the next five years. The analysis reveals that a systemic approach is needed for integrating new technologies in European schools and impacting educational change over the next five years.
The Horizon Report Europe: 2014 Schools Edition was produced by the European Commission in cooperation with a team led by Inholland University of Applied Sciences (the Netherlands) and the New Media Consortium (NMC), a US-based non-profit group bringing together international experts in educational technology. I am honored to be a expert in this report https://twitter.com/lucianecurator
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by renowned European universities within the framework of EUPRERA, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu
Ergebnisbericht einer empirischen Studie zu Rahmenbedingungen und Praxis der Corporate Social Resonsiblity-Kommunikation in deutschen Unternehmen. Befragt wurden 103 Kommunikationsmanager mit Verantwortung für die CSR-Kommunikation. Inhaltlich geht es um Regelungsrahmen und Organisationsstrukturen, das CSR-Selbstverständnis, Strategien und Aktivitäten. Darüber hinaus wurden Kommunikationsstile, tägliche Routinen u.v.m. identifiziert. Die Studie ist Teil eines internationalen Forschungsprojekts der Universität Leipzig mit der Hong Kong Baptist University; sie wurde von der Deutschen Public Relations Gesellschaft und messagepool Nachhaltigkeitskommunikation unterstützt.
Studie Social Media Governance 2010 - ErgebnisberichtFink & Fuchs AG
Studiensteckbrief
• Studiengegenstand: Status quo der Social Media Governance, also der Existenz von Ordnungsrahmen für das strategische Management von Social-Media-Aktivitäten in deutschen Organisationen. Identifikation von Einflussfaktoren, Chancen, Risiken und Grundlagen für Kommunikation im Zeitalter des interaktiven Internets.
• Stichprobe: 1.007 Kommunikationsmanager aus börsennotierten und nicht börsennotierten Unternehmen, Behörden, politischen Organisationen oder Verbänden und Non-Profit-Organisationen in Deutschland, darunter 37 Prozent mit Leitungsfunktion.
• Initiatoren: Gemeinschaftsprojekt der Universität Leipzig, des Magazins Pressesprecher (Berlin) und der PR-Agentur Fink & Fuchs Public Relations (Wiesbaden). Ergebnisse via www.socialmediagovernance.eu
Ergebnisbericht der Studie Mittelstandskommunikation 2016Fink & Fuchs AG
Das gemeinsame Forschungsprojekt der Universität Leipzig und der Fink & Fuchs Public Relations AG knüpft mit Unterstützung des Magazins pressesprecher an die Studie „Mittelstandskommunikation 2015“ an. Die Fortsetzung der Studie fragt, welche Faktoren die Professionalisierung und Digitalisierung der Kommunikation im Mittelstand beeinflussen und welche Rolle dabei das Management spielt.
View the 2014 edition of the largest empirical study in strategic communication, corporate communications and public relations worldwide. Conducted by an international research team from 11 universities and based on responses from 2,777 professionals from 43 countries across Europe. Insights about characteristics of excellent communication functions, mobile communication, gender issues in strategic communication, job satisfaction, networking, mentoring, drivers of career development, and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD), sponsored by global communication agency Ketchum. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu.
The 13th edition of the European Communication Monitor sheds light on five pressing issues for communication leaders: trust, transparency, advocacy, content strategies and artificial intelligence in communications. Empirical insights show how societies, organisations and individual practitioners are affected. The study also identifies drivers of excellence in each field, motivating readers to evaluate their own situation and initiate a turnaround where necessary.
This edition of the ECM is based on responses from 2,689 communication professionals working in companies, non-profits, governmental organisations and agencies from 46 European countries. Detailed analyses are available for 22 countries. This makes the monitor the largest regular study of the field worldwide – and the only truly global research of its kind in conjunction with the North American, Latin American and Asia Pacific Communication Monitors.
The ECM 2019 shows that impacts and risks of Artificial Intelligence for communications are assessed quite differently, that content creation is mainly inspired by internal sources (but less by external input and discourses), that shared media have clearly gained in importance, and that sponsored social media content is used by every second communication department and agency across Europe.
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Piet Verhoeven (Amsterdam), Ángeles Moreno (Madrid) and Ralph Tench (Leeds) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2019 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights, digital communications partner Fink & Fuchs, and media partner Communication Director magazine.
Results of the largest empirical study on status quo and trends in strategic communication, corporate communications and public relations worldwide with 2,710 participants from 43 countries. Insights about CEO communication and positioning, crisis communication, digital gatekeepers, social media skills, international communication, status and budgets, and much more. Conducted by 11 renowned European universities, led by Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
This is the 2011 annual survey on future trends in communication management and public relations
The European Communication Monitor is a transnational survey on strategic communication worldwide.
It has been conducted for the fifth time in 2011 with more than 2,20 participating professionals from more than 40 countries.
The next survey will be conducted from March 1-31, 2012.
Find them online at http://www.communicationmonitor.eu
If you are a communications profession in Ireland and interested in learning about how to integrate social media into your communications plan then visit the PR Institute of Ireland website for details of the Certificate in Social Media Communications, the foremost programme of its kind in Ireland and one that has been running since 2009. http://www.PRII.ie
Disclosure: I am the programme leader for the course.
The 14th annual edition of the European Communication Monitor - an academic study on the strategic communications and PR profession - investigates six major issues for communication leaders: ethical challenges and resources for the communications profession; cyber security and communications; assessing and advancing gender equality; strategic issues and communication channels; status quo and future needs for competency development. The study also identifies drivers of excellence in each field. This allows readers to evaluate their own organisation and identify needs for improvement.
This edition of the ECM is based on responses from 2,324 communication professionals working in companies, non-profits, governmental organisations and agencies from 44 European countries. Detailed analyses are available for 22 countries. This makes the monitor the largest regular study of the field worldwide – and the only truly global research of its kind in conjunction with the North American, Latin American and Asia Pacific Communication Monitors.
The ECM 2019 shows that digital communication channels bring along new ethical challenges, but the majority of communication professionals are lacking up-to-date resources to tackle them. While three out of four communication departments employ more women than men, still only one out of two top leaders in the field are women. The main barriers identified are a lack of flexibility and intransparent promotion policies within organisations. Communication practitioners fear the hacking of websites and social media accounts – they are often involved in handling cyber security issues, but seldom help to build resilience. Last but not least, large competence gaps are identified in the fields of technology and data, although communication professionals have completed an average of 19 training days in 2019.
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Piet Verhoeven (Amsterdam), Ángeles Moreno (Madrid) and Ralph Tench (Leeds) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2020 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights, digital communications partner Fink & Fuchs, and media partner Communication Director magazine. National partners are The Nordic Alliance for Communication & Management (NORA) hosted by BI Norwegian Business School. Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
The 15th annual edition of the European Communication Monitor - the largest academic study worldwide on the strategic communications and PR profession - is based on interviewing 2,644 communication professionals from 46 European countries, providing valuable insights for public relations, corporate communications and public affairs.
As well as digital transformation of communications as the main topic, the survey explores the use of video-conferencing for stakeholder communications and changing roles of communicators when helping to create value for their organisations or clients. Salaries, key strategic issues as well as the characteristics of excellent communication departments have all been researched with more detailed analysis for 22 countries.
The study reveals that digital transformation is in progress, but few communication departments or agencies have reached maturity – 39.2 per cent of practitioners across Europe describe their unit as immature in both digitalising stakeholder communications and building digital infrastructure. Nonetheless, video-conferencing is here to stay – it is more frequently used for communication with employees and clients than with journalists and less valued by stakeholders in Eastern and South-Eastern Europe. Communication practitioners take on different roles simultaneously in their daily work – a trend to watch is the Advisor role who helps top management make better business decisions. Last but not least, professionals working in excellent communication departments are more engaged in coaching or advising executives and colleagues at all levels of the hierarchy
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Ralph Tench (Leeds), Ángeles Moreno (Madrid) and Alexander Buhmann (Oslo) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2021 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights and digital communications partner Fink & Fuchs. National partners are The Nordic Alliance for Communication & Management (#NORA) hosted by BI Norwegian Business School. Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
ComGap 2014 Report: Mind The Gap - How the public and public relations profes...Communication Monitor
The ComGap 2014 study explores communicating leadership and social media communications from the perspectives of communication / public relations professionals perceptions and the general public in 10 European countries. It is based on thorough academic standards, combining a representative poll among the general public in those countries with a survey of 1,346 communication professionals in the same markets. The public poll samples the views of 4,054 citizens and is weighted for age and gender. The survey of communication professionals looks at the trends of communication management across Europe.
The study has been authored by Professors Ansgar Zerfass (Leipzig / Oslo), Ralph Tench (Leeds), Angeles Moreno (Madrid), Piet Verhoeven (Amsterdam), Dejan Vercic (Llubljana) and Joachim Klewes (Düsseldorf), supported by Markus Wiesenberg (Leipzig).
ComGap is a joint project by Ketchum, London, and EUPRERA, the European Public Relations Education and Research Association, Brussels, delving deeper into issues explored by the European Communication Monitor (ECM) 2014 survey.
Details results in national languages are available for Austria, Denmark, France, Germany, Italy, Netherlands, Norway, Spain, Sweden, United Kingdom upon request. Contact: info@communicationmonitor.eu
Based on responses from more than 1,500 professionals from 37 countries, this is the most comprehensive analysis of the European market until now. It identifies new challenges for the field of communication 2008-2011.
Some of the insights are:
- communication management plays a major role in European organisations, but its decision-making power is weaker in Europe than in the USA;
- professionals expect that by 2011 corporate communication will succeed today`s forerunner marketing/consumer communication as the most important field of practice;
- internal/change communication and sustainability/CSR are predicted to be the fastest-growing disciplines within communication management in Europe;
- professionals see three major challenges for the future: linking their function to business strategies, dealing with sustainable development and social responsibility, and coping with the digital evolution and the social web
The study has been coordinated by Prof. Dr. Ansgar Zerfss, European Public Relations and Research Association (EUPRERA), University St. Gallen, in association with EACD and Communication Director magazine..
This annual study is conduct by EUPRERA, in partnership with EACD and Communication Director magazine, around Europe among +1.990 communication professionals, establishing short-medium term communication trends.
Despite growing investments in and increased use of social media, many companies, non-profit organizations, governmental institutions and associations are far from utilizing the full potential of these communication channels. This is revealed by the study “Social Media Governance 2011”, a joint research project organized by the University of Leipzig, pressesprecher magazine, and Fink & Fuchs Public Relations. The study was conducted for the second time this year, following a pilot study in 2010. A total of 596 corporate communication managers in Germany, Austria and Switzerland were surveyed. The study investigated the status quo of Social Media Governance, i.e. the status of regulatory frameworks for the strategic management of social media activities in organizations, identified the parameters and prerequisites for communicating on the social web, and examined the associated changes in the daily work and the required level of expertise.
Empirical study exploring leadership perceptions and practices among communication professionals and PR managers (n = 1,766) in corporations, nonprofit organizations (including governmental, political, educational) and agencies. The research led by Prof. Dr. Ansgar Zerfaß (University of Leipzig) and Prof. Dr. Ulrike Röttger (University of Münster) is part of a global research project with quantitative and qualitative methods in 8 cultural regions and 23 countries. Focus and research questions: Important issues for leaders in PR and communication management - Conditions for leadership, leadership abilities and qualities - Strategies and actions implemented by leaders to deal with important issues - Development of future leaders - Personal beliefs and perceptions about leadership.
Przegląd Europejski, 2016
Recent years confirm that new media have become one of the basic elements of creating communication strategies for the EU institutions. Officials and main decision-makers are increasingly involved in the realm of social media. It is even more significant when we observe that they make use of this tools in a fully transparent way. Such activities add new dynamics to European communication policy. This paper discusses the real-time nature of the Internet communication sphere of the EU institutions created within the guidelines of the European Commission’s new communication strategy, which makes social media complementary to conventional informational operations.
The NMC Horizon Project from the New Media Consortium is a long-term investigation launched in 2002 that identifies and describes emerging technologies likely to have a large impact over the coming five years in education around the globe. The NMC Horizon Report Europe: 2014 Schools Edition, the first of its kind for Europe, examines six key trends, six significant challenges and six important developments in educational technology that are very likely to impact educational change processes in European
schools over the next five years (2014-2018). The topics within each section were carefully selected by the Horizon Project Europe Expert Panel, a body of 53 experts in European education, technology, and other fields. They come from 22 European countries, as well as international organisations and European networks. Throughout the report, references and links are made to more than
150 European publications (reports, articles, policy documents, blog posts etc.), projects (both EU-funded and national initiatives) and various policy initiatives from all over Europe. The Creative Classrooms multidimensional framework, developed by European Commission’s JRC-IPTS on behalf of DG EAC, was used for analysing the trends, challenges and technologies impacting European schools over the next five years. The analysis reveals that a systemic approach is needed for integrating new technologies in European schools and impacting educational change over the next five years.
The Horizon Report Europe: 2014 Schools Edition was produced by the European Commission in cooperation with a team led by Inholland University of Applied Sciences (the Netherlands) and the New Media Consortium (NMC), a US-based non-profit group bringing together international experts in educational technology. I am honored to be a expert in this report https://twitter.com/lucianecurator
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by renowned European universities within the framework of EUPRERA, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu
Ergebnisbericht einer empirischen Studie zu Rahmenbedingungen und Praxis der Corporate Social Resonsiblity-Kommunikation in deutschen Unternehmen. Befragt wurden 103 Kommunikationsmanager mit Verantwortung für die CSR-Kommunikation. Inhaltlich geht es um Regelungsrahmen und Organisationsstrukturen, das CSR-Selbstverständnis, Strategien und Aktivitäten. Darüber hinaus wurden Kommunikationsstile, tägliche Routinen u.v.m. identifiziert. Die Studie ist Teil eines internationalen Forschungsprojekts der Universität Leipzig mit der Hong Kong Baptist University; sie wurde von der Deutschen Public Relations Gesellschaft und messagepool Nachhaltigkeitskommunikation unterstützt.
Studie Social Media Governance 2010 - ErgebnisberichtFink & Fuchs AG
Studiensteckbrief
• Studiengegenstand: Status quo der Social Media Governance, also der Existenz von Ordnungsrahmen für das strategische Management von Social-Media-Aktivitäten in deutschen Organisationen. Identifikation von Einflussfaktoren, Chancen, Risiken und Grundlagen für Kommunikation im Zeitalter des interaktiven Internets.
• Stichprobe: 1.007 Kommunikationsmanager aus börsennotierten und nicht börsennotierten Unternehmen, Behörden, politischen Organisationen oder Verbänden und Non-Profit-Organisationen in Deutschland, darunter 37 Prozent mit Leitungsfunktion.
• Initiatoren: Gemeinschaftsprojekt der Universität Leipzig, des Magazins Pressesprecher (Berlin) und der PR-Agentur Fink & Fuchs Public Relations (Wiesbaden). Ergebnisse via www.socialmediagovernance.eu
Ergebnisbericht der Studie Mittelstandskommunikation 2016Fink & Fuchs AG
Das gemeinsame Forschungsprojekt der Universität Leipzig und der Fink & Fuchs Public Relations AG knüpft mit Unterstützung des Magazins pressesprecher an die Studie „Mittelstandskommunikation 2015“ an. Die Fortsetzung der Studie fragt, welche Faktoren die Professionalisierung und Digitalisierung der Kommunikation im Mittelstand beeinflussen und welche Rolle dabei das Management spielt.
Ergebnisbericht einer Befragung von Privatanlegern in Deutschland: Wie und mit welchen Informationen will diese wichtige Zielgruppe der Finanzkommunikation versorgt werden, welche Rolle spielen Internet und Social Media, wo liegen heute noch Defizite? Eine Studie des Instituts für Kommunikations- und Medienwissenschaft der Universität Leipzig gemeinsam mit der Deutschen Schutzvereinigung für Wertpapierbesitz e.V. (DSW), der Schutzgemeinschaft der Kapitalanleger e.V. (SdK) und der Deutsche EuroShop AG untersucht. Befragt wurden mehr als 500 Privatanleger in Deutschland mit monetärem Engagement in Aktien, Investmentfonds und/oder Unternehmensanleihen. 69 Seiten, PDF, Mai 2012.
Empirical study investigating how corporations in the United States, Germany, United Kingdom, France, and Japan use social media for financial communications, both on their own websites and on external platforms including mobile channels. Global benchmark of 190 companies including the 150 largest firms listed on DJIA (Dow Jones Industrial Average, USA), FTSE (Financial Times London Stock Exchange Index, UK), CAC (Cotation Assistée en Continu quarante, France), DAX (Deutscher Aktien-Index, Germany), NIKKEI (Nihon Keizai Shimbun Index, Japan), as well as the top 10 companies in regard to market cap, and the top 10 companies in regard to performance of the US mid- and small-cap indices Russell Midcap and Russell 2000. As the third annual study in a row, this research provides longitudinal data and in-depth analysis based on content analysis and statistical evaluation. Authors: Ansgar Zerfass and Kristin Koehler, University of Leipzig, Germany
Für diese Studie wurden über 600 Entscheidungsträger im Top-Management deutscher Großunternehmen mit über 50 Millionen Euro Jahresumsatz über ihre Einstellungen und Erfahrungen zur strategischen Kommunikation im Zeitalter von globalen Medienmärkten, Internet und Social Web interviewt. Erstmals wird mit Hilfe statistischer Analysen offengelegt, welche Rolle öffentliche Kommunikation und Reputationsmanagement im Alltag von Vorständen und Geschäftsführern spielen. Das Projekt wurde gemeinsam vom Institut für Kommunikations- und Medienwissenschaft der Universität Leipzig mit dem Institut für Management der Humboldt-Universität zu Berlin und mit Unterstützung des F.A.Z.-Instituts und der Akademischen Gesellschaft für Unternehmensführung und Kommunikation durchgeführt. Der 46-seitige Ergebnisbericht zeigt, dass die Auswirkung auf die öffentliche Meinung bei unternehmerischen Entscheidungen heute stärker berücksichtigt als noch vor fünf Jahren. 66 Prozent der Befragten schreiben der Erhebung zufolge den klassischen Massenmedien einen sehr großen Einfluss auf die Unternehmensreputation zu. Aber nur 27 Prozent halten Facebook, Twitter und Co. für relevant. Ein Viertel der Top-Manager geht davon aus, dass die Unternehmenskommunikation bis 2015 deutlich an Gewicht gewinnen wird, weitere 43 Prozent prognostizieren einen leichten Machtzuwachs. Die Befragten beurteilen die aktuelle Performance ihrer Unternehmen bei der internen Kommunikation, Marketingkommunikation und Finanzkommunikation leicht positiv. Für die politische Kommunikation mit Regierung, Behörden und Parteien sowie die gesellschaftsorientierte Kommunikation mit Nichtregierungsorganisationen, Kritikern, Anrainern und ähnlichen Bezugsgruppen fällt das Urteil nur mittelmäßig aus. Die Studie zeigt, dass Vorstände und Geschäftsführer in deutschen Großunternehmen persönlich durchschnittlich 10 Prozent ihrer wöchentlichen Arbeitszeit für strategisch geplante Unternehmenskommunikation aufwenden. Dies ist offenkundig deshalb der Fall, weil der Kommunikationsleistung des Top-Managements durchweg eine sehr hohe Bedeutung für den Unternehmenserfolg zugeschrieben wird. Der 46-seitige Ergebnisbericht der Autioren Ansgar Zerfaß, Joachim Schwalbach und Muschda Sherzada steht zum Download zur Verfügung.
Kompletter Studienbericht Social Media Delphi 2012 Fink & Fuchs AG
Soziale Medien haben die Kommunikation in vielen Organisationen grundlegend verändert. Sie ist schneller, interaktiver und vernetzter geworden. Während mit den neuen Möglichkeiten anfänglich oft nur experimentiert wurde, werden nun umfassende Strategien entwickelt. Auch steigen die Investitionen in den Aufbau von Kompetenzen und nachhaltigen Strukturen. Doch wie wird sich dieser Prozess in Zukunft entwickeln? Dieser Forschungsfrage geht die Studie Social Media Delphi 2012 nach. Sie kombiniert eine Befragung von 860 Kommunikationsmanagern in Unternehmen,
Institutionen und Non-Profit-Oganisationen mit einer zweistufigen Delphi-Befragung von 32 Experten aus Wirtschaft und Wissenschaft. Darauf aufbauend liefert der Bericht Zukunftsprognosen sowie Handlungsempfehlungen für die Praxis. Das Gemeinschaftsprojekt der Universität Leipzig mit Fink & Fuchs Public Relations (Wiesbaden) und dem Magazin „pressesprecher“ (Berlin) schließt an frühere Untersuchungen an und zeigt Entwicklungsperspektiven im Zeitverlauf auf.
Der Berichtsband kann unter www.socialmediadelphi.de als PDF oder Druckexemplar kostenlos angefordert werden.
Empirische Studie zum Qualitätsverständnis und zu Handlungsstrategien deutscher PR-Agenturen. Im Mittelpunkt des 40-seitigen Ergebnisberichts stehen Kundenorientierung, Projektmanagement, Einschätzungen der Zusammenarbeit mit Auftraggebern und Qualitätsmanagementsysteme. Für die Untersuchung haben die Autoren Ansgar Zerfaß und Susanne Thobe eine Grundgesamtheit von annähernd 2.300 PR-Agenturen in Deutschland identifiziert und befragt. Die Ergebnisse stützen sich auf die Aussagen von 229 Geschäftsführern, Vorständen und Inhabern in Agenturen aller Größenordnungen.
Studie Mittelstandskommunikation 2015 – ErgebnisberichtFink & Fuchs AG
Mittelstandskommunikation 2015 – Studie zum Stellenwert und Einsatz von Unternehmenskommunikation im deutschen Mittelstand, ein Gemeinschaftsprojekt der Universität Leipzig und der Fink & Fuchs Public Relations AG (Wiesbaden) mit Unterstützung des Magazins pressesprecher aus dem Verlag Helios Media (Berlin).
Die Studie mit 755 Teilnehmern illustriert den Status quo der Kommunikation in Unternehmen bis 499 Mitarbeiter und liefert einen Vergleich zu Großunternehmen.
--> Kommunikation, Public Relations, Online-Kommunikation, Employer Branding, Arbeitgeberkommunikation, Internationale PR
The 16th annual edition of the European Communication Monitor – the world’s longest-running survey of the communications profession – is based on interviewing 1,672 communication professionals from 43 European countries. It provides valuable insights for public relations, corporate communications and public affairs.
The study examines whether and how much-discussed developments in societies and organisations resonate in today’s communication profession: these include ambitions to recognise diversity, equality and inclusion, and the trend towards a more empathic leadership style. Moreover, the digitalisation of communication departments and agencies and the dynamics of consulting in communications are explored. Salaries, key strategic issues as well as the characteristics of excellent communication departments have all been researched with more detailed analysis for 22 countries.
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Ángeles Moreno (Madrid), Dejan Verčič (Ljubljana), Ralph Tench (Leeds), and Alexander Buhmann (Oslo) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2022 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision and digital communications partner Fink & Fuchs. Regional partners are The Nordic Alliance for Communication & Management (#NORA) hosted by BI Norwegian Business School, Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
The State of Our Art: Latest Trends in the Field of European CommunicationsDavid Willows
Presentation given at the CASE Europe Annual Conference 2009 (Liverpool, UK) in collaboration with the European Association of Communication Directors.
The European Communication Monitor 2009 reveals that 73% of Communication professionals are taken serious by senior management, internal communication and change management + CSR and sustainability are the disciplines to be increased, linking business and communication (47,3%) and coping with digital evolution and social web (45%) are the most strategic issues for 2010, online communities (7%) and online videos (11,6%) are leading the field...
Thesis "The role of communication in internationalization processes of RTOs"Ainara Alonso Silva
Master thesis "The role of communication in internationalization processes of RTOs (Research and Technology Organizations): A comparison study between Wageningen University and Research Center and Tecnalia
The European Communication Monitor 2023 (ECM) Report provides an overview on the field’s changing status and on emerging or disappearing trends over more than 15 years. It presents and interprets data from almost 40,000 respondents in 50 countries collected in surveys between 2007 (when Twitter took off) and 2022 (when ChatGPT entered the scene).
A look back at the most important strategic issues over the years is combined with a look ahead to identify five areas of action for communication leaders and develops 15 theses based on summarising longitudinal empirical insights and current research literature.
Dynamic developments in the fields of media, technology and public opinion building have transformed societies across Europe since the beginning of the 21st century. This has also changed the way companies, non-profits, governmental organisations, and agencies working on their behalf communicate with internal and external stakeholders. Professionals working in the field called strategic communication, corporate and organisational communication, public relations, or communication management face many challenges and see even more opportunities to leverage their expertise.
The ECM is an international research project by leading universities in the field, organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD) supported by premium partner Cision as well as partners CECOMS, #NORA, and Fink & Fuchs. The study series generates insights that stimulate practice, support
theory development, and guide education in universities across the continent. Additional knowledge has been gained through parallel studies in Latin America, North America and Asia-Pacific.
All ECM reports (2007–2023) and additional literature is available at www.communicationmonitor.eu
Russia's Professional Standard of the Public Relations Specialistraso_pr
Презентация российского профстандарта специалиста по связям с общественностью на World communication forum in Davos, 07. 03.2016 Президентом РАСО Станиславом Наумовым
This full report (102 pp., PDF) for the Asia-Pacific Communication Monitor (APCM) 2020/21 is based on a survey of 1,155 communication professionals working in companies, non-profits, governmental organisations and agencies across 15 countries and territories in the region including China, Hong Kong and Macau (SAR), Taiwan, Vietnam, Philippines, Thailand, India, Singapore, Brunei, Malaysia, Indonesa, New Zealand and Australia.
The bi-annual study is part of the global Communication Monitor series, which provides valuable insight into the communication industry and its future.
The APCM 2020/21 explored the importance of strategic issues and communication changes over time, ethical challenges for practitioners and how they deal with them, gender equality, and competency gaps and development in communications.
Characteristics of excellent communication departments as well as differences between countries and types of organizations are identified by means of statistical analyses.
Empirical study reporting on the expertise, structures and strategies of companies, governmental organisations and non-profiut organizations communicating on the social web. Academic research conducted in Germany, Austria and Switzerland. A total of 596 corporate communication managers were surveyed.
Similar to European Communication Monitor 2011 - ECM 2011 - Results (20)
This academic study on the status quo and future of strategic communication and public relations is based on responses from 1,046 communication professionals working in different types of organizations (25.6% in Canada and 74.4% in the United States). The sample achieved a fairly balanced gender split (47.7% men and 52.1% women) for accurate comparisons. The average age of participants was 41.2 years.
This newest edition of the NACM is part of the Global Communication Monitor series and joins existing studies in Europe (ECM 2020), Latin America (LCM 2020-2021) and Asia-Pacific (APCM 2020-20201) to explore diverse topics, including COVID-19 and communication professionals’ responses, ethical challenges and resources for communication professionals, cybersecurity and communications, gender equality in the profession, strategic issues and communication channels, competency development, salaries, and characteristics of excellent communication departments.
Highlight results include:
• Seven out of 10 professionals were satisfied with their organization’s communication and management during the COVID-19 pandemic, although the satisfaction level significantly decreased as the scope of the leadership responsibility decreases.
• Professionals in the U.S. were significantly more likely than their Canadian counterparts to report ethical challenges, and most ethical concerns are related to social media strategies.
• More than half of professionals confirmed their organization had been a victim of cyberattack or data theft.
• Nearly half (49.5%) of surveyed women acknowledged the impact of the glass ceiling in leadership advancement.
• While building and maintaining trust remains as the top strategic issue for the communication profession, tackling diversity, equity and inclusion (DEI) presents a pressing need.
• Professionals recognize the need to improve competencies, especially in data, technology, and management.
The study has been organized by The Plank Center for Leadership in Public Relations - see www.plankcenter.ua.edu for more details.
Trust in Communicators 2019 Study: How the general population trusts journali...Communication Monitor
The "Trust in Communicators" (TiCS) study has been conducted by researchers from Leipzig University, Leeds Beckett University, and IULM University Milan within the framework of EUPRERA, facilitated by Cision Insights and Fink & Fuchs. It is linked to the European Communication Monitor research project. The study combines representative polls of adults aged 16 to 64 from Germany, Italy and the United Kingdom with a survey of communication practitioners in the same countries.
The public poll highlighted that communication and PR professionals are trusted and recognised more highly in the UK than in Germany or Italy. However, the general public has a high-level of distrust in these professionals. A trust gap was identified between communications and PR professionals and journalists, but it was not as wide as expected and is closing.
Information about organisations is often spread by people who are not acting in a professional communication role – i.e. organisational advocates such as supportive customers (fans, brand ambassadors), experts in the field (academics, consultants) or activists with overlapping interests. The polls found that external experts are the most trusted of these advocates, but all are trusted more highly than communication and PR professionals. Efforts should be focussed on enabling these advocacy groups to promote the trust-building process. The polls also revealed that the general population has fuzzy perceptions about the goals and activities of PR professionals.
Whilst communication and PR professionals misperceive the public’s opinion about them and overestimate public trust. These professionals also misjudge their role in the trust-building process and ignore public trust in external advocates.
The full report (PDF, 38 pp.) is available for download.
The first edition of the North American Communication Monitor (NACM) is a comprehensive report on strategic issues, practices and roles for communication professionals in Canada and the United States. The NACM is organized by The Plank Center for Leadership in Public Relations at the University of Alabama. It has been conducted by an academic research team consisting of Professors Bryan H. Reber, Juan Meng, Bruce K. Berger, Karla K. Gower, and Ansgar Zerfass. The study joins existing Communication Monitors in Europe, Latin America and Asia-Pacific in providing the largest and only truly global study for the profession based on sound empirical standards. The goal is to stimulate and promote the knowledge and practice of excellent communication management worldwide.
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Full information about the NACM is available at http://plankcenter.ua.edu/north-american-communication-monitor/
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This third edition (2018-2019) includes questions about the challenges
and trends that impact the field of strategic communication, such as the phenomenon of fake news; the provision of strategic information to senior organizational executives; indicators of organizational leadership and culture; work engagement and trust; work practices, stress and job satisfaction; and the characteristics of excellent departments and professionals.
The objective of the project in Latin America is to improve the knowledge of professional practice, evaluating trends to analyze the changes taking place in the sector. At the same time, the research aims to make visible the role of Spanish and Portuguese speaking communicators in the world and thus empower professionals within their organizations, as well as sector associations within their social environment.
The study is carried out by a group of researchers from eleven prestigious universities, under the academic direction of Dr. Ángeles Moreno from the Universidad Rey Juan Carlos (Spain) and Dr. Juan Carlos Molleda, from the University of Oregon (USA) and the executive direction of Dr. Alejandro Álvarez Nobell from the Universidad Nacional de Córdoba (Argentina).
Full information about the LCM is available at www.latincommunicationmonitor.com
The second edition of the largest study exploring trends in strategic communication in key markets in the region. In Spanish language.
Full information about the LCM is available at www.latincommunicationmonitor.com
The Latin American Communication Monitor (LCM) is the largest study of strategic communication and public relations in Latin America. The first edition is based on responses from 803 communication professionals in 18 countries.
Latin American communication professionals mostly opt for online media when building relationships with stakeholders, gatekeepers, and audiences (80%), and believe that connect the overall strategies of the organization with the communication strategies will be the main challenge over the next three years. These are some of the conclusions of the Latin American Communication Monitor, an ambitious study of the profession organized by the European Public Relations Education and Research Association (EUPRERA) in strategic partnership with the Association of Communication Executives (Dircom, Spanish acronym) and sponsored by FCC.
Work overload affects most professionals surveyed (75.5%). Close to 36% works at least 25% more and 11.8 % lengthen their working day more than 50% of the time agreed in their contract. In addition, more than half of Latin American professionals do not feel satisfied with their career opportunities (54%) or with their salary (64%). In fact, wage compensation, access to managerial posts, career status, and career opportunities favor men. Not surprisingly, a longitudinal analysis shows that the professionalization of communication management has practically not evolved in the last five years. The research results are conclusive; however, about the growing influence of the communication function, only 27.9% of professionals is part of the executive committee within their organizations.
The Latin American Communication Monitor (LCM) is a transnational research conducted by academics of 11 prestigious universities in Latin America, Spain, and the United States, under the direction of Angeles Moreno, of the University Rey Juan Carlos (Madrid, Spain) and Juan-Carlos Molleda of the University of Florida (USA). More than 20,000 professionals of strategic communication and public relations of companies, government organizations, and NGOs in Latin America were invited to participate in the survey conducted between October 2014 and February 2015. Data analysis and results are based on 803 cases of communication and public relations professionals from 18 countries: Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Cuba, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Panama, Peru, Dominican Republic, Uruguay, and Venezuela.
Full information about the LCM is available at www.latincommunicationmonitor.com
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
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European Communication Monitor 2011 - ECM 2011 - Results
1.
2. Content
Overview 03
Research design and socio-demographic analysis 09
Credibility of public relations and alternative concepts 20
Decision making, leadership style and role enactment 33
Power of communication departments 47
ROI of communication 68
Strategic issues and trust 76
Development of disciplines and communication channels 84
Social media: Governance, skills and activities 95
Future qualification needs and training 111
Salaries 124
Annex (references, authors and advisory board, imprint) 132
2
4. Key facts
European Communication Monitor 2011
Most comprehensive analysis of communication management and public relations worldwide
with 2,209 participating professionals from 43 countries
Annual research project conducted since 2007 by a group of professors from 11 renowned
universities across Europe, led by Prof. Dr. Ansgar Zerfass, University of Leipzig
Organised by the European Public Relations Education and Research Association (EUPRERA),
European Association of Communication Directors (EACD) and Communication Director
Magazine
Sponsors: Infopaq and Grayling
Research topics in 2011: Decision making, leadership style, role enactment; power of
communication departments; ROI of communication; trust; development of disciplines
and communication channels; social media governance, skills and activites; qualification
needs; salaries; credibility of public relations and alternative concepts for the profession
4
5. Academic task force
Research team
Ansgar Zerfass, Prof. Dr., University of Leipzig (GE) – Lead Researcher
Piet Verhoeven, Ass. Prof. Dr., University of Amsterdam (NL)
Ralph Tench, Prof. Dr., Leeds Metropolitan University (UK)
Angeles Moreno, Prof. Dr., University Rey Juan Carlos, Madrid (ES)
Dejan Verčič, Prof. Dr., University of Ljubljana (SI)
Advisory board
Emanuele Invernizzi, Prof. Dr., IULM University, Milano (IT)
Valerie Carayol, Prof. Dr., University of Bordeaux (FR)
Francesco Lurati, Prof. Dr., University of Lugano (CH)
Finn Frandsen, Prof., Aarhus University (DK)
Øyvind Ihlen, Prof. Dr., University of Oslo (NO)
Ryszard Lawniczak, Prof. Dr., Poznan University of Economics (PL)
Statistical analysis and assistant researchers
Ronny Fechner M.A., University of Leipzig (GE)
Katharina Simon B.Sc., University of Leipzig (GE)
5
6. Partners
European Public Relations Education and Research Association (EUPRERA)
The European Public Relations Education and Research Association is an autonomous
organisation with members from more than 30 countries that aims at stimulating and
promoting the knowledge and practice of communication management in Europe.
Academic scholars and experienced practitioners work together to advance fundamental
and applied research. www.euprera.org
European Association of Communication Directors (EACD)
The European Association of Communication Directors is the leading network for
communication professionals across Europe with more than 1,600 members.
The non-partisan association lobbies for the profession, establishes common quality
standards and promotes the advancement of professional qualification by organising
events and providing services and material. www.eacd-online.eu
Communication Director
Communication Director is a quarterly magazine for Corporate Communications and
Public Relations in Europe. It documents opinions on strategic questions in communication,
highlights transnational developments and discusses them from a European perspective.
The magazine is published by Helios Media, a specialist publishing house based in Berlin
and Brussels. www.communication-director.eu
6
7. Sponsors
Infopaq
Infopaq is a global, European-based company, with expertise in media, publicity and
analysis. By providing media monitoring, surveys, tracking, news evaluation, analysis and
consulting services, we help our clients improve future communications efforts and thereby
attain their business goals. We have approximately 6.500 clients and more than 500
employees in Denmark, Estonia, Finland, Germany, Norway and Sweden.
www.infopaq.com
Grayling
Grayling is the world’s second largest independent Public Relations, Government Relations,
Investor Relations and Events consultancy with specialist services including CSR,
environment and sustainability, and digital. The consultancy has 1,000 staff in 70 offices in
40 countries across the US, Western and Eastern Europe and the Asia Pacific region.
www.grayling.com
7
8. Copyright and reproduction of results
Quotation
The material presented in this document represents empirical insights and interpretation
by the research team. It is intellectual property subject to
international copyright. Publication date: July 2011.
You are welcome to quote from the content of this survey and reproduce any graphics,
subject to the condition that the source including the internet address is clearly quoted
and depicted on every chart. See the imprint for more information.
The full report (text and figures) is available as a book published by Helios Media,
133 pp., ISBN 978-3-942263-12-2.
Suggested citation for this document (APA style)
Zerfass, A., Verhoeven, P., Tench, R., Moreno, A., & Verčič, D. (2011):
European Communication Monitor 2011. Empirical Insights into Strategic Communication
in Europe. Results of an Empirical Survey in 43 Countries (Chart Version).
Brussels: EACD, EUPRERA (available at: www.communicationmonitor.eu)
Short quotation to be used in legends (charts/graphics)
Source: European Communication Monitor 2011
8
10. Outline of the survey
Aims and focus
to monitor trends in communication management
to analyse the changing framework for the profession in Europe
to evaluate specific topics like decision making, power, trust, social media skills,
return on investment for communications, qualification needs, salaries and the
image of public relations as well as alternative concepts for the profession.
to identify the development of communication management in different
types of organisations, countries and regions
Target group
Communication managers and PR professionals working in organisations
and consultancies throughout Europe
10
11. Methodology
Survey method and sampling
online survey in March 2011 (4 weeks), English language
questionnaire with 20 sections, based on hypotheses and instruments derived from
previous research and literature
pre-test with 31 practitioners in 10 European countries
personal invitation to 30,000+ professionals throughout Europe via e-mail based on
a database provided by EACD; additional invitations to participate via national branch
associations and networks (partly self-recruiting); 4,014 respondents and 2,277 fully
completed replies
evaluation is based on 2,209 fully completed replies by participants clearly identified
as part of the population (communication professionals in Europe)
Statistical analysis
methods of empirical research, descriptive and analytical analysis (using SPSS)
results have been statistically agreed by Pearson's chi-square tests (x²) or Spearman's
rank correlation tests (rho) and are classified as significant (p ≤ 0.05) where appropriate
in this report, significant correlations are marked in the footnotes
11
12. Research framework and questions
A Person (Communication Professional) B Organisation
Demo- Job Professional
Education Structure Culture Country
graphics status perception
Age, Q20 Experience, Q20 Academic, Q20 Professional Type of Characteristics of European
Gender, Q20 Hierarchy, Q20 Communicative, role, Q4 organisation, Q20 organisational homebase, Q20
Association Q20 Decision making, culture, Q18
Member, Q20 Social media Q3 Leadership style, Q19
Private use of skills, Q14
social media,
Q20
C Situation D Perception
Present Future
Public’s trust in public relations, Q1 Disciplines and fields of practice, Q10
Alternative concepts, Q2 Communication channels, Q11
Trust as a communication goal, Q9 Strategic issues, Q12
Disciplines and fields of practice, Q10 Importance of social media, Q13
Communication channels, Q11 Social media governance in the future,
Importance of social media, Q13 Q15
Social media governance today, Q15 Future skills for communication
ROI of communication, Q16 managers, Q17
Training programmes today, Q17
E Position
Formal power, Q5
Horizontal power, Q6
Advisory/executive influence, Q7
Collaboration with other
functions in the organisation, Q8
Personal income, Q19
12
13. Demographic background of participants
Position Organisation
Head of communication, 48.8% Communication department 71.2%
Agency CEO joint stock company 28.0%
private company 18.2%
Responsible for single 28.8% government-owned, public
communication discipline, sector, political organisation 14.1%
Unit Leader non-profit organisation,
association 10.9%
Team member, 17.6% Communication consultancy, 28.8%
Consultant PR Agency, Freelance consultant
Other 5.7%
Job experience Gender / Age
Up to 5 years 15.9% Female 55.6%
6 to 10 years 27.4% Male 44.4%
More than 10 years 56.7% Age (on average) 41.2 years
13
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals in 43 European countries; Q 20.
14. Geographical distribution and affiliation
Respondents
Professionals working in communication management 2,209
Geographical distribution
Total number of European states 43
Northern Europe (e.g. Norway, United Kingdom, Latvia) 27.9%
Western Europe (e.g. Germany, Netherlands, France) 29.2%
Southern Europe (e.g. Italy, Slovenia, Croatia) 32.4%
Eastern Europe (e.g. Poland, Czech Republic, Romania) 10.5%
Membership in a professional organisation
EACD 15.2%
Other international communication association 16.7%
National PR or communication association 54.4%
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 20. 14
Regions are classified according to United Nations Standards; see page 18 for a detailed list of countries.
15. Personal background of respondents
Communication qualifications
Academic degree in Communication
(Bachelor, Master, Doctorate) 44.5%
Professional certificate in Public Relations /
Communication Management 25.6%
Professional certificate in other
communication discipline 16.2%
Highest academic educational qualification
Doctorate (Ph.D., Dr.) 6.7%
Master (M.A., M.Sc., Mag., M.B.A.), Diploma 58.8%
Bachelor (B.A., B.Sc.) 27.8%
No academic degree 6.6%
15
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 20.
16. Female professionals are more likely to hold a Bachelor’s or Master’s,
while more male practitioners have a Doctorate or no degree
Academic Gender Female Male Total
degree
Doctorate
5.0% 9.0% 6.7%
(Ph.D., Dr.)
Master, Diploma
(M.A., M.Sc., Mag., 61.5% 55.4% 58.8%
M.B.A.)
Bachelor
29.0% 26.4% 27.8%
(B.A., B.Sc.)
No academic degree 4.6% 9.2% 6.6%
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 20. Significant differences among female and male 16
practitioners on all qualification levels (chi-square test, p≤0.05).
17. Organisational cultures: Different types within the sample
Joint stock Private Governmental Non-profit Agencies/
companies companies organisations organisations Consultancies
Integrated culture
59.5% 62.2% 52.9% 62.1% 83.0%
(participative – proactive)
Interactive culture
16.7% 15.9% 19.2% 20.0% 8.6%
(participative – reactive)
Entrepreneurial culture
5.0% 6.2% 6.1% 3.8% 3.5%
(non-participative – proactive)
Systematised culture
18.8% 15.7% 21.8% 14.2% 4.9%
(non-participative – reactive)
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professional in communication departments;
Q 18: How would you perceive your organisation regarding the following attributes? participative/non-participative, 17
proactive/reactive. Scale derived from Ernest 1985. Significant differences between all groups (chi-square test, p≤0.05).
18. Countries and regions represented in the study
Respondents are based in 43 European countries and four regions
Northern Europe Western Europe Eastern Europe Southern Europe
27.9% 29.2% 10.5% 32.4%
(n=617) (n=645) (n=231) (n=716)
Denmark Austria Belarus Albania
Estonia Belgium Bulgaria Bosnia and Herzegovina
Finland France Czech Republic Croatia
Iceland Germany Georgia Cyprus**
Ireland Liechtenstein Hungary Greece
Latvia Luxembourg Poland Italy
Lithuania Netherlands Romania Kosovo*
Norway Switzerland Russia Macedonia
Sweden Slovakia Malta
United Kingdom Ukraine Montenegro
Portugal
Serbia
Slovenia
Spain
Turkey**
In this survey, the universe of 50 European countries is based on the official list of European Countries by the European Union (http://europa.
eu/abc/european_countries). Countries are assigned to regions according to the official classification of the United Nations Statistics Division
(http://unstats.un.org/unsd/methods/m49/m49regin.htm). Countries marked * are not included in the UN classification; countries marked **
are assigned to Western Asia. These countries were collated like adjacent nations. No respondents were registered for this survey from 18
Andorra, Armenia, Azerbaijan, Moldova, Monaco, San Marino and Vatican City.
19. Interpretation
Insights into the structures and evolution of communications in Europe
Based on a sample of 2,209 professionals from 43 European countries, this research is the
most comprehensive transnational study ever conducted in the field of public relations and
communication management.
Respondents are characterised by a high level of experience: more than three out of four
are head of communications, unit leaders or agency CEOs, 56 per cent have more than ten
years of professional experience, the average age is 41 years. The survey lays a solid
foundation for identifying basic structures and developments in strategic communication.
It is necessary to note that economies, communication landscapes and professions are in
rather different stages of development throughout Europe. Moreover, there is no knowledge
about the population of communication departments and agencies in Europe. The survey
has been conducted in the English language. Consequently, the findings presented here can
not claim representativeness. They are especially useful to identify relevant patterns and
trends in the field, which may stimulate qualitative discussions.
The analysis is based on thorough empirical research and analysis. Replies from
participants not currently working in communication management (academics, students)
and from non-European countries have been removed. Only fully completed questionnaires
have been taken into account. Data have been analysed using the appropriate statistical
procedures like chi-square tests and rank correlation tests.
19
21. Professional communication is impaired by negative connotations
of public relations in many European countries
In my country, PR has negative connotations in
41.6%
the mass media
Negative connotations of PR in the media
damage the reputation of communication 72.8%
professionals
Negative connotations of PR decrease trust in
73.7%
communication professionals
The term ‘public relations’ is discredited 42.2%
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 1: In many European countries public relations (PR)
has negative connotations in the media. PR is often reduced to press relations and publicity. Professionals are sometimes labeled as ‘spin 21
doctors’ and ‘propagandists’. What do you think of these statements? Scale 1-5, considered scale points 4-5.
22. Perceived negative connotations of PR in the mass media
correlate significantly with the disreputability of the concept
The term ‘public relations’ is significantly
more likely to be discredited if it has
negative connotations in the mass media
Pearson correlation
In my country, PR has
The term ‘public relations’
negative connotations
is discredited
in the mass media
The term ‘public relations’
1.000 0.534
is discredited
In my country, PR has
negative connotations 0.534 1.000
in the mass media
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 1: In many European countries public relations (PR)
has negative connotations in the media. PR is often reduced to press relations and publicity. Professionals are sometimes labeled as ‘spin
doctors’ and ‘propagandists’. What do you think of these statements? Strong linear correlation between the items "The term 'public relations' 22
is discredited" and "In my country, PR has negative connotations in the mass media" (Pearson correlation, 2-tailed, p≤0.01).
23. Perceived image of PR in the mass media: Predominantly negative in the
UK and Poland, less problematic in Belgium, Sweden and Italy
Switzerland (36.6%) “In my country, PR has
negative connotations
Poland (63.6%) Germany (45.0%)
in the mass media”
Spain (37.7%) Netherlands (35.0%)
Slovenia (48.9%) Belgium (27.9%)
0%
Croatia (52.3%) France (32.0%)
20%
40%
Serbia (45.5%) United Kingdom (59.1%)
60%
Italy (30.4%) Norway (52.7%)
80%
Denmark (50.0%) Sweden (28.4%)
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 1: In many European countries public relations (PR)
has negative connotations in the media. PR is often reduced to press relations and publicity. Professionals are sometimes labeled as ‘spin
doctors’ and ‘propagandists’. What do you think of these statements? In my country, PR has negative connotations in the mass media. 23
Scale 1-5, considered scale points 4-5 / Q 20.
24. The term ‘public relations’ is discredited in most countries
Switzerland
(32.1%)
Germany
Poland (51.5%)
(43.4%)
Netherlands
Spain (55.1%)
(31.7%)
Slovenia (53.2%) Belgium (33.3%)
“The term ‘public relations’
is discredited”
0%
Croatia (65.8%) France (40.0%)
20%
40%
United Kingdom
Serbia (62.6%)
(37.1%)
60%
Italy (44.4%) Norway (45.2%)
Denmark 80% Sweden (30.7%)
(38.7%)
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 1: In many European countries public relations (PR)
has negative connotations in the media. PR is often reduced to press relations and publicity. Professionals are sometimes labeled as ‘spin
doctors’ and ‘propagandists’. What do you think of these statements? The term ‘public relations’ is discredited. Scale 1-5, considered scale 24
points 4-5 / Q 20.
25. Consultants are more critical of the term ‘public relations’ than
professionals working in communication departments
Communication Agencies/
departments Consultancies
In my country, PR has negative
37.8% 50.9%
connotations in the mass media
Negative connotations of PR in the media damage
70.9% 77.7%
the reputation of communication professionals
Negative connotations of PR decrease
72.5% 76.8%
trust in communication professionals
The term ‘public relations’
38.2% 52.3%
is discredited
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 1: In many European countries public relations (PR)
has negative connotations in the media. PR is often reduced to press relations and publicity. Professionals are sometimes labeled as ‘spin
doctors’ and ‘propagandists’. What do you think of these statements? Scale 1-5, considered scale points 4-5 / Q 20. Significant differences 25
between respondents from communication departments and agencies (chi-square test, p≤0.05).
26. Perceived negative connotations of public relations in different types
of organisations (details)
Joint stock Private Governmental Non-profit Agencies/
Overall
companies companies organisations organisations Consultancies
In my country, PR
has negative
35.6% 33.8% 46.2% 39.6% 50.9% 41.6%
connotations in the
mass media
Negative connotations
of PR in the media
69.3% 71.8% 70.5% 74.2% 77.7% 72.8%
damage the reputation
of comm. professionals
Negative connotations
of PR decrease trust
72.3% 71.9% 71.5% 75.0% 76.8% 73.7%
in communication
professionals
The term
‘public relations’ 37.2% 39.6% 42.3% 32.9% 52.3% 42.4%
is discredited
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 1: In many European countries public relations (PR)
has negative connotations in the media. PR is often reduced to press relations and publicity. Professionals are sometimes labeled as ‘spin
doctors’ and ‘propagandists’. What do you think of these statements? Scale 1-5, considered scale points 4-5 / Q 20. Significant differences 26
between all types of organisations (chi-square test, p≤0.05).
27. ‘Public relations’ is no longer regarded as a suitable label
for the profession compared to other concepts
Corporate Communications 67.9%
Strategic Communication 61.3%
Communication Management 55.7%
Public Relations 46.7%
Integrated Communications 45.9%
Business Communication 34.0%
Organisational Communication 32.6%
Suitability of alternative concepts to describe the various internal and external
communication activities by an organisation
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 2: Researchers are discussing several concepts to
describe the various internal and external communication activities by an organisation. How would you value these descriptions/labels? 27
Scale 1-5, considered scale points 4-5.
28. Companies favour ‘Corporate Communications’; non-profit and
governmental organisations prefer ‘Strategic Communication’
Public Relations
Integrated
Communications
Business
Communications
Corporate
Communications
Organisational
Communication
Communication
Management
Strategic
Communication
Not adequate at all Very suitable
Joint stock companies Private companies Governmental Organisations
Non-profit organisations Consultancies & Agencies
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 2: Researchers are discussing several concepts to
describe the various internal and external communication activities by an organisation. How would you value these descriptions/labels? 28
Scale 1-5 / Q 20. Items 1, 4, 5: significant differences between all types of organisations (chi-square test, p≤0.05).
29. Concepts and labels for the profession are judged differently
in various countries (example: UK versus Germany)
Public Relations
Integrated
Communications
Business
Communications
Corporate
Communications
Organisational
Communication
Communication
Management
Strategic
Communication
Not adequate at all Very suitable
United Kingdom Germany Overall
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 2: Researchers are discussing several concepts to
describe the various internal and external communication activities by an organisation. How would you value these descriptions/labels? 29
Scale 1-5 / Q 20.
30. Practitioners who are sceptical of the term PR dislike
‘Integrated Communications’ as well
67.9%
Corporate Communications
67.7%
61.3%
Strategic Communication
62.7%
55.7%
Communication Management
59.1%
46.7%
Public Relations
45.2%
45.9%
Integrated Communications
39.1%
34.0%
Business Communication
34.8%
32.6%
Organisational Communication
34.4%
All professionals Professionals claiming that the term 'public relations' is discredited
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 2: Researchers are discussing several concepts to
describe the various internal and external communication activities by an organisation. How would you value these descriptions/labels?
Scale 1-5, considered scale points 4-5. Linear negative correlation between discreditation of PR and suitability of the PR concept (Pearson 30
correlation, 2-tailed, p≤0.01).
31. How formal qualifications influence the approval of alternative
concepts and the reputation of public relations
Professional Professional
certificate in PR/ certificate in other Academic degree
Communication communication in communication
Management discipline
Public Relations 49.1% 48.2% 47.0%
Integrated Communications 50.0% 49.6% 47.9%
Business Communication 35.7% 40.3% 33.7%
Corporate Communications 68,4% 66,4% 68.9%
Organisational Communication 33.4% 35.6% 35.9%
Communication Management 58.7% 56.9% 57.9%
Strategic Communication 62.5% 64.4% 62.3%
The term public relations is discredited 42.6% 37.5% 41.5%
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 566, 357, 982 PR professionals, Q 1 / Q 2 / Q 20. No calculation of significancies 31
because multiple answers were allowed in Q 20.
32. Interpretation
Negative reputation of public relations calls for new concepts and labels
Across Europe, communication professionals report negative connotations of ‘public
relations’ in the mass media. The image of PR is especially bad in Poland, the United
Kingdom, Norway, Croatia, Denmark, Slovenia, Serbia and Germany. Even in the rest
of Europe at least three out of ten practitioners report negative perceptions of the term.
Negative connotations of PR in the media damage the reputation of communication
professionals as well as trust in their activities. Further research, i. e. media content
analysis, may prove these perceptions and provide more detailed insights.
The survey reveals a significant correlation between the media image and the
disreputability of ‘public relations’ as a term and overall concept. PR is partly
discredited in most European countries, especially in Eastern and Southern Europe,
but also in Norway and Germany.
As a consequence, most communication professionals favour alternative labels for the
profession – especially corporate communications, strategic communication and
communication management.
When comparing the acceptance within different types of organisations,
‘corporate communications’ is leading the field across the respondent groups, while
‘strategic communication’ is the second most popular label.
The terms ‘integrated communication’ and ‘organisational communication’, often
used in the academic realm, are less popular for the professional field.
The approval of alternative concepts is not significantly influenced by the formal
qualifications of communication professionals.
32
34. Decision making: Most professionals rely on rational approaches
and best practices, only a minority take risks
When making a decision, I make a thorough
84.7%
evaluation based on all possible information
When making decisions, it is useful to rely on best
67.6%
practices used by similiar organisations
I like the shared responsibility that comes from group
55.9%
decision-making
Reviewing (scientific) literature and research helps to
53.9%
prepare a decision
A risk not taken is usually an opportunity lost 45.1%
Decision-making is driven by the availability of new
38.6%
communication technologies
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 3: How do you make decisions as a communication 34
professional? Scale 1-5, considered scale points 4-5. Types of decision making partly derived from Werder & Holzhausen 2011.
35. European professionals have a different decision-making profile
than their counterparts in the United States
84.7%
Rational decision making
90.8%
55.9%
Group decision making
52.9%
European professionals
US professionals
45.1%
Risk-acceptance decision making
53.0%
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 3: How do you make decisions as a communication 35
professional? Scale 1-5, considered scale points 4-5; Werder & Holtzhausen 2009, 2011 / nmax = 825. Scale 1-7, considered scale point 5-7.
36. Types of decision making in European regions
When making a decision,
I make a thorough evaluation
based on all possible information
I like the shared responsibility that
comes from group decision-making
A risk not taken is usually an
opportunity lost
Decision-making is driven
by the availability of new
communication technologies
Reviewing (scientific) literature and
research helps to prepare a decision
When making decisions, it is
useful to rely on best practices
used by similiar organisations
Strongly disagree Totally agree
Western Europe Northern Europe Southern Europe Eastern Europe
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 3: How do you make decisions as a communication 36
professional? Scale 1-5. / Q 20. Items 2, 3, 4: significant differences between the four regions (chi-square test, p ≤0.05).
37. Styles of decision making in different types of organisations
Joint stock Private Governmental Non-profit
companies companies organisations organisations
Rational decision making
When making a decision, I make a thorough 83.5% 85.1% 82.4% 76.7%
evaluation based on all possible information
Group decision making
I like the shared responsibility that comes 55.5% 51.5% 56.7% 60.4%
from group decision-making
Risk-acceptance decision making
46.4% 44.0% 38.1% 42.5%
A risk not taken is usually an opportunity lost
Technology-oriented decision making
Decision-making is driven by the availability 37.4% 36.3% 41.7% 35.0%
of new communication technologies
Research-oriented decision making
Reviewing (scientific) literature and research 47.9% 51.2% 57.1% 54.6%
helps to prepare a decision
Best practices-oriented decision making
When making decisions, it is useful to rely on 68.6% 67.4% 72.8% 66.3%
best practices used by similiar organisations
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 3: How do you make decisions as a communication 37
professional? Scale 1-5 / Q 20. Research-oriented decision making: Significant differences between organisations (chi-square test, p ≤0.05).
38. Types of decision making in European countries
Scientific Best
Rational Group Risk Technology
research practices
Switzerland 4.21 3.33 3.16 2.88 3.20 3.82
Germany 3.99 3.18 3.16 2.93 3.29 3.74
Netherlands 3.79 3.45 3.48 2.80 3.36 3.78
Belgium 4.12 3.62 3.12 2.91 3.59 3.75
France 4.32 3.73 3.39 3.17 3.52 3.92
United Kingdom 4.27 3.36 3.22 2.65 3.43 3.53
Norway 3.85 3.67 3.16 3.00 3.60 3.71
Sweden 4.07 3.60 3.17 3.16 3.30 3.81
Denmark 3.71 3.52 2.26 2.77 2.29 3.73
Italy 4.42 3.76 3.53 3.40 3.64 3.77
Serbia 4.41 3.57 3.39 3.38 3.71 3.80
Croatia 4.37 3.29 3.67 3.41 3.60 3.84
Slovenia 4.19 3.18 3.38 3.23 3.49 3.73
Spain 4.45 3.83 3.84 3.42 3.65 3.88
Poland 4.24 3.23 3.53 3.50 3.56 4.02
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 3: How do you make decisions as a communication 38
professional? Scale 1-5; mean values / Q 20.
39. Leadership style: Involving team members is the predominant
approach utilised by communication professionals
Transactional Leadership:
18.5% drawing on authority,
reminding followers of
common standards
46.6% Transformational Leadership:
defining a vision, appealing to
followers' ideals and standards
34.9% Inclusive Leadership:
naming challenges, involving
followers in shared decision
making
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 19: How would you describe the dominant strategy
used by leaders in your communication department (or in your consultancy) to achieve common goals? Leadership styles derived from 39
Werder & Holzhausen 2009.
40. Leadership style in different types of organisations
Joint stock Private Governmental Non-profit Agencies/
companies companies organisations organisations Consultancies
Transactional
Leaders draw on their
17.2% 17.9% 29.8% 20.8% 13.7%
authority and remind followers
of common standards
Transformational
Leaders define a vision and
36.4% 35.8% 32.7% 31.7% 35.2%
appeal to followers’ ideals
and values
Inclusive
Leaders name challenges
46.4% 46.3% 37.5% 47.5% 51.2%
and involve followers in
shared decision making
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 19: How would you describe the dominant strategy
used by leaders in your communication department (or in your consultancy) to achieve common goals? / Q 20. Leadership styles derived 40
from Werder & Holzhausen 2009. Significant differences between the five types of organisations (chi-square test, p≤0.05).
41. Organisational culture and leadership style are interdependent
Transactional Transformational Inclusive
Leadership Leadership Leadership
Integrated culture
11.8% 35.9% 52.4%
(participative – proactive)
Interactive culture
20.9% 33.6% 45.5%
(participative – reactive)
Entrepreneurial culture
20.8% 49.1% 30.2%
(non-participative – proactive)
Systematised culture
46.5% 26.9% 26.6%
(non-participative – reactive)
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 19: How would you describe the dominant strategy
used by leaders in your communication department (or in your consultancy) to achieve common goals? / Q 18: How would you perceive 41
your organisation regarding the following attributes? Significant differences between the three types of culture (chi-square test, p≤0.05).
42. Strategic contribution: Most communication professionals strive
to support overall goals, a rising number also tries to define them
90.8%
focus on supporting business goals by
planning and executing communication
(+5.4% compared to 2010, +6% compared to 2009)
70.8%
feel responsible for helping to define business strategies
(+8.3% compared to 2010, +10,1% compared to 2009)
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 4; Zerfass et al. 2010 / n = 1,955; Q 8; Zerfass et al.
2009 / n = 1,863; Q 7: In your daily work, how much do you focus on supporting business goals by planning and executing communication?
(1 = Not at all; 7 = Very much) / … do you feel responsible for helping to define business strategies? (1 = Never; 7 = Always); considered 42
scale points: 5-7.
43. Professional roles: Most practitioners act as strategic facilitators
or operational supporters
ALWAYS
HELPING TO DEFINE BUSINESS STRATEGIES
Business Strategic
Advisers Facilitators
Scale: 5-7
3.2% 67.6%
NOT AT ALL VERY MUCH
SUPPORTING BUSINESS GOALS SUPPORTING BUSINESS GOALS
BY MANAGING COMMUNICATION Scale: 1-4 Scale: 5-7 BY MANAGING COMMUNICATION
Scale: 1-4
Isolated Operational
Experts Supporters
6.0% 23.2%
NEVER
HELPING TO DEFINE BUSINESS STRATEGIES
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 4: In your daily work, how much do you focus on
supporting business goals by planning and executing communication? (1 = Not at all; 7 = Very much) / … do you feel responsible for 43
helping to define business strategies? (1 = Never; 7 = Always).
44. All professional roles tend to use rational decision making;
operational supporters are risk-averse and copy best practices
When making a decision,
I make a thorough evaluation
based on all possible information
I like the shared responsibility that
comes from group decision-making
A risk not taken is usually an
opportunity lost
Decision-making is driven
by the availability of new
communication technologies
Reviewing (scientific) literature and
research helps to prepare a decision
When making decisions, it is
useful to rely on best practices
used by similiar organisations
Strongly disagree Totally agree
Isolated Experts Business Advisers Operational Supporters Strategic Faciliators
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 4, Q 20. Decision-making is driven by the availability 44
of new communication technologies: Significant differences between the four roles (chi-square test, p ≤0.05).
45. Distribution of professional roles in European regions
Northern Western Southern Eastern
Europe Europe Europe Europe
Strategic Facilitators 72.0% 65.3% 66.8% 64.9%
Operational Supporters 22.2% 26.2% 20.0% 27.7%
Business Advisers 1.8% 3.3% 4.6% 2.2%
Isolated Experts 4.1% 5.3% 8.7% 5.2%
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 2,209 PR professionals; Q 4, Q 20. Significant differences between all regions 45
(chi-square test, p ≤0.05 ).
46. Interpretation
Inclusive leadership and risk-averse decision making are predominant
Patterns of decision making utilised by European communication professionals differ
from the behaviour of their counterparts in the United States. Both groups prefer rational
decision making based on an evaluation of all information available. Only a minority of
practitioners in Europe accept that a risk not taken is an opportunity lost. However, the
shared responsibility offered by group-decision making is more popular than in the US.
Along this line, almost every second respondent reports a predominance for the inclusive
leadership style, which means that leaders involve followers in shared decision making.
Practitioners in non-profit organisations use significantly different ways of decision making
and leadership. Rational decisions are less common and an inclusive leadership style is
prevalent.
67.8 per cent of communication professionals identify themselves with the advanced
‘strategic facilitator’ role, meaning that they support organisational goals by executing
communication on the one hand whilst also helping to define business strategies. This
number has risen by 10 per cent within the last two years. When making decisions,
strategic facilitators are more rational, research-based and risk-friendly. Operational
supporters are the second most important role. Only 6 per cent of the professionals act as
isolated experts who do not contribute to strategic goals at all. This role is more common in
Southern Europe than in any other region.
46
48. Formal power of the communication function: In most organisations,
communication leaders have a broad level of responsibility
The top communication manager within the organisation …
41.7% 41.7%
12.1%
4.6%
is responsible for all kinds is responsible for at least is responsible for is responsible for
of communication and three communication fields press/media relations and press/media relations
stakeholders* and stakeholder groups internal communication
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 5: Within your
organisation, the top communication manager is responsible for …; * public/media and communities, marketing/consumers, internal/ 48
employees, financial/investors, lobbying/politics
49. Reporting lines and hierarchy: The majority of top level
communication managers reports directly to the CEO
The top communication manager within the organisation …
sits on the board
17.8%
does not report directly to
the CEO or anyone who
sits on the board
4.6% reports directly to the
CEO
59.9%
reports to another board
member or function
17.7%
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 5: Within your 49
organisation, the top communication manager ….
50. Reporting lines and responsibilities are correlated with each other
The top communication manager...
sits on the board 91.9% 8.1%
reports directly to the CEO 84.1% 15.9%
reports to another board member or
77.8% 22.2%
function
does not report directly to the CEO or
61.2% 38.8%
anyone who sits on the board
is responsible for all or at least three communication fields
is responsible for media relations or media relations and internal communication
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 5: Within your 50
organisation, the top communication manager …. Significant differences between all groups (chi-square test, p≤0.05).
51. Levels of responsibility differ significantly within European regions
4.6% 3.3% 7.0% 2.2%
The top communication
8.8% 9.6% manager...
12.3%
16.4%
is responsible for
press/media relations
40.0% 43.4%
43.1%
41.3% is responsible for
press/media relations and
internal communication
is responsible for at least
three communication fields
47.9% 44.9% and stakeholder groups
40.0%
35.3%
is responsible for all kinds of
communication and
stakeholders
Western Europe Northern Europe Southern Europe Eastern Europe
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 5: Within your 51
organisation, the top communication manager …. / Q 20. Significant differences between all four regions (chi-square test, p ≤0.05).
52. Top communication managers in Sweden, the Netherlands and
the UK tend to have a wider range of responsibilities
100%
The top communication
90% manager...
80% is responsible for
press/media relations
70%
60%
is responsible for
50% press/media relations
and internal
40% communication
30% is responsible for at least
three communication
20% fields and stakeholder
groups
10% is responsible for all
kinds of communication
0%
and stakeholders
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 5: Within your 52
organisation, the top communication manager … / Q 20.
53. In governmental organisations, one out of ten communication
managers is merely responsible for media relations
2.9% 4.3% 9.7% 2.8%
The top communication
7.4% manager...
11.3%
14.4%
14.4%
is responsible for
press/media relations
44.2%
45.7% 39.3%
34.2%
is responsible for
press/media relations and
internal communication
is responsible for at least
three communication fields
42.0% 41.6%
45.6% and stakeholder groups
40.1%
is responsible for all kinds
of communication and
stakeholders
Joint stock Private companies Governmental Non-profit
companies organisations organisations
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 5: Within your 53
organisation, the top communication manager …. / Q 20. Significant differences between the organisations (chi-square test, p≤0.05).
54. Reporting lines do not differ significantly between various types
of organisations
4.7% 3.7% 4.7% 5.6%
The top communication
manager...
17.8% 19.6% 16.8% 15.8%
does not report directly to
the CEO or anyone who
sits on the board
reports to another board
member or function
55.0%
58.9% 59.5%
62.8%
reports directly to the CEO
23.5% sits on the board
17.8% 19.1%
14.6%
Joint stock Private companies Governmental Non-profit
companies organisations organisations
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 5: Within your 54
organisation, the top communication manager …. / Q 20. No significant differences between the organisations (chi-square test, p ≤0.05).
55. In Northern European countries, a quarter of the top level
communicators sit on the board
5.1% 3.3% 5.2% 5.9%
The top communication
manager...
18.2% 20.6% 14.2%
16.9%
does not report directly to
the CEO or anyone who
sits on the board
reports to another board
member or function
52.3% 60.7%
65.5% 64.0%
reports directly to the CEO
23.9%
sits on the board
19.9%
11.2% 13.2%
Western Europe Northern Europe Southern Europe Eastern Europe
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 5: Within your 55
organisation, the top communication manager …. / Q 20. Significant differences between all four regions (chi-square test, p≤0.05).
56. Top communication managers in Germany and France are least
likely to hold a board position
100%
The top communication
90% manager...
80%
does not report directly to
70% the CEO or anyone who
sits on the board
60%
50% reports to another board
member or function
40%
30%
reports directly to the CEO
20%
10%
sits on the board
0%
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 5: Within your 56
organisation, the top communication manager …. / Q 20.
57. Top communication managers tend to apply the inclusive
leadership style if they have a broader area of responsibility
The top communication manager is responsible for …
at least three
all kinds of communication communication fields and press/media relations and
and stakeholders stakeholder groups internal communication press/media relations
46.5% 46.2%
36.0%
41.8%
35.9% 36.3%
34.3%
32.0%
23.9%
17.5% 17.5%
Transactional Leadership
Transformational Leadership
Inclusive Leadership
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 19: How would you
describe the dominant strategy used by leaders in your communication department to achieve common goals? / Q 5. Significant differences 57
between the four groups (chi-square test, p≤0.05).
58. Leaders tend to apply the inclusive leadership style if they sit on
the board or report directly to the CEO
The top communication manager …
does not report directly
reports directly to the reports to another board to the CEO or anyone
sits on the board CEO member or function who sits on the board
48.1% 47.8%
45.7%
42.0%
37.2%
35.6% 33.1%
26.9%
24.9% 25.4%
18.7%
14.7% Transactional Leadership
Transformational Leadership
Inclusive Leadership
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 19: How would you
describe the dominant strategy used by leaders in your communication department to achieve common goals? / Q 5. Significant differences 58
between the four groups (chi-square test, p≤0.05).
59. Horizontal power of communication departments is rather low;
only a minority generate financial and immaterial assets
The communication department anticipates situations
77.9%
and conflicting issues
The communication department plays an important role
75.4%
in the overall performance of the organisation
The communication department is irreplaceable 69.8%
The communication department generates financial and
47.9%
immaterial assets for the organisation
Other departments' activities depend on the
43.3%
communication department
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 6: How would you
describe the position of the communication department in your organisation? Scale 1 (= Strongly disagree) – 5 (= Totally agree), considered 59
scale points 4-5. Items based on research in strategic contingencies (Hickson et al. 1971, Pfeffer 1992, Salancik & Pfeffer 1974).
60. Anticipating situations and conflicting issues strengthens the
internal position of communication departments
The communication department
plays an important role The communication department
in the overall performance is irreplaceable
of the organisation
The communication department
anticipates situations and .463 .442
conflicting issues
The communication department
generates financial and
.378 .265
immaterial assets for the
organisation
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 6: How would you
describe the position of the communication department in your organisation? Scale 1 (= Strongly disagree) – 5 (= Totally agree).
60
Significant correlations between all items (Pearson correlation, 2-tailed, p≤0.01,).
61. The horizontal power of communication departments is stronger
if the top communication manager has broader responsibilities
The communication department anticipates situations and 80.5%
conflicting issues 64.5%
The communication department plays an important role in 78.6%
the overall performance of the organisation 59.9%
72.7%
The communication department is irreplaceable
55.4%
The communication department generates financial and 50.8%
immaterial assets for the organisation 33.1%
Other departments' activities depend on the communication 46.7%
department 26.4%
for all or at least three communication fields
The top communication manager is responsible …
for media relations or media relations and internal communication
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 6: How would
you describe the position of the communication department in your organisation? Scale 1 (= Strongly disagree) – 5 (= Totally agree), 61
considered scale points 4-5 / Q 5.
62. Influence of communication professionals in Europe:
Three out of four are trusted advisers and involved in planning
77.9%
are taken seriously by senior management (advisory influence)
+2.4% compared to 2010
76.9%
are likely to be invited to senior-level meetings dealing
with organisational strategic planning (executive influence)
+4.8% compared to 2010
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,449 PR professionals in communication departments; Q 7; Zerfaß et al. 2010 /
nmax = 1,511; Q4: In your organisation, how seriously do senior managers take the recommendations of the communication function?;
How likely is it, within your organisation, that communication would be invited to senior-level meetings dealing with organisational strategic 62
planning? Scale 1-7; considered scale points: 5-7. Instrument adapted from US GAP VI survey (Swerling 2009).
63. Advisory and executive influence have grown during the last
years
79%
77%
75%
73%
71%
69%
67%
65%
63%
2008 2009 2010 2011
Advisory influence Executive influence
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,449 PR professionals in communication departments; Q 7; Zerfass et al. 2010 /
nmax = 1,511; Q4 / Zerfass et al. 2009, nmax = 1,267; Q 3 / Zerfass et al. 2008, n = 1,027; Q 1 / Advisory influence: consistent wording 63
2008-2011 / Executive influence: wording in the questionnaire has been changed since 2010 in line with the US GAP surveys (Swerling 2009).
64. Influence of the communication function is correlated with the
formal position and power of the top communication manager
The top communication manager…
86.4%
sits on the board
89.1%
79.8%
reports directly to the CEO
79.8%
69.9%
reports to another board member or function
64.8%
50.7% does not report directly to the CEO or anyone who sits on
the board
38.8%
Advisory influence Executive influence
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,449 PR professionals in communication departments; Q 7, Q 5.
Significant, but weak correlation between the position of the top communication manager and advisory influence of the communication 64
function. Stronger correlation between the position of the top communication manager and executive influence (Spearman’s rho, p≤0.01).
65. Collaboration of communication with other functions in the
organisation
The communication functions works closely with the …
CEO 86.6%
Other members of the executive board 78.0%
Marketing department 77.1%
Strategy and organisational development unit 61.7%
Human resources department 54.1%
Legal department 44.4%
Financial department 39.1%
Auditing and controlling unit 19.3%
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 8: How closely does
the communication function in your organisation work with the … Scale 1 (= never) – 5 (= always), considered scale points: 4-5. Items 65
partly derived from Lurati et al. 2010.
66. Collaboration with other functions in different types of
organisations
Joint stock Private Governmental Non-profit
companies companies organisations organisations
CEO 87.6% 85.9% 81.2% 92.6%
Other members of the
81.2% 77.6% 74.5% 74.4%
executive board
Human resources department 64.6% 57.7% 40.3% 38.1%
Financial department 49.8% 35.0% 26.8% 32.1%
Legal department 57.3% 40.5% 33.6% 28.8%
Marketing department 78.2% 85.6% 66.1% 76.3%
Auditing and controlling unit 20.0% 15.3% 22.1% 19.5%
Strategy and organisational
59.6% 62.9% 59.7% 66.8%
development unit
www.communicationmonitor.eu / Zerfass et al. 2011 / n = 1,450 PR professionals in communication departments; Q 8: How closely does the
communication function in your organisation work with the … Scale 1 (= never) – 5 (= always), considered scale points: 4-5 / Q 20. Items 3, 66
4, 5, 6, 7: Significant differences between the four types of organisations (chi-square test, p≤0.05).
67. Interpretation
Communication departments are influential, but lack many aspects of power
The communication function has gained more influence in Europe during the last years;
in three out of four organisations communication is taken seriously be senior management
and communication is likely to be involved in planning organisational strategies
Working relationships are especially close with the CEO (reported by 86.6 per cent of
the respondents), followed by other members of the executive board and the marketing
department (more than 75 per cent). Good links to the strategy people are hindered by
rather weak connections to auditing and controlling units.
17.8 per cent of communication professionals are board members. However, this differs
widely between various types of organisations, regions and countries in Europe. It is less
prevalent in companies and in Western Europe.
Six out of ten top communication managers report directly to the CEO, and 83.4 per cent
are responsible for all kind of public / media, marketing, internal, financial and lobbying
communications or at least three of these fields. When leaders hold more responsibility
they prefer an inclusive leadership style. The transactional style is prevalent when
practitioners do not report to the board and restrict their functions to media relations.
However, these indicators of formal power are not always accompanied by horizontal power.
It is clearly possible for the self reporting respondents to have power and no influence and
vice versa. For example there are respondents who are responsible for a lot within the
organisation but then 24.5 per cent of them don’t see the communication department as
playing an important role in the overall performance of the company, and possibly more
concerning 30.2 per cent think it is replaceable.
67