TY - JOUR
T1 - Maturity as a way forward for improving organizations’ communication evaluation and measurement practices
T2 - A definition and concept explication
AU - Gilkerson, Nathan David
AU - Swenson, Rebecca
AU - Likely, Fraser
N1 - Publisher Copyright:
© 2019, Emerald Publishing Limited.
PY - 2019/8/21
Y1 - 2019/8/21
N2 - Purpose: The purpose of this paper is to propose an explication of the concept of “maturity,” as it applies to communication evaluation and measurement (E&M) practice, along with contextualization of recent maturity model adoption within academic and professional communities. Design/methodology/approach: Drawing from previous work on maturity models within other fields, recent communication scholarship and industry practice, this paper fills a gap in the literature by offering a theoretical conceptualization of communication E&M maturity, including the construct’s core dimensions and sub-dimensions. Findings: Communication E&M maturity is conceptualized into four essential elements: holistic approach, investment, alignment and culture. The contribution of E&M efforts is represented as the direct support of corporate strategy, and ultimately increased value, from the communications function. Operational elements of maturity include levels of analysis, time, budget, tools, skills, process, integration, motivations, relationships and standards. Originality/value: In exploring the factors necessary for “mature” E&M programs, and specifically emphasizing the need for a holistic approach, along with sufficient investment and alignment, and conducive cultural factors, the research builds upon existing work examining how communication can serve to inform corporate strategy and create value for an organization. Greater understanding and application of the maturity concept has the potential to advance the field by increasing both accountability and credibility for the work done by the communications function.
AB - Purpose: The purpose of this paper is to propose an explication of the concept of “maturity,” as it applies to communication evaluation and measurement (E&M) practice, along with contextualization of recent maturity model adoption within academic and professional communities. Design/methodology/approach: Drawing from previous work on maturity models within other fields, recent communication scholarship and industry practice, this paper fills a gap in the literature by offering a theoretical conceptualization of communication E&M maturity, including the construct’s core dimensions and sub-dimensions. Findings: Communication E&M maturity is conceptualized into four essential elements: holistic approach, investment, alignment and culture. The contribution of E&M efforts is represented as the direct support of corporate strategy, and ultimately increased value, from the communications function. Operational elements of maturity include levels of analysis, time, budget, tools, skills, process, integration, motivations, relationships and standards. Originality/value: In exploring the factors necessary for “mature” E&M programs, and specifically emphasizing the need for a holistic approach, along with sufficient investment and alignment, and conducive cultural factors, the research builds upon existing work examining how communication can serve to inform corporate strategy and create value for an organization. Greater understanding and application of the maturity concept has the potential to advance the field by increasing both accountability and credibility for the work done by the communications function.
KW - Communication management
KW - Corporate communication
KW - Evaluation
KW - Measurement
KW - Public relations
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U2 - 10.1108/JCOM-12-2018-0130
DO - 10.1108/JCOM-12-2018-0130
M3 - Article
AN - SCOPUS:85070482818
SN - 1363-254X
VL - 23
SP - 246
EP - 264
JO - Journal of Communication Management
JF - Journal of Communication Management
IS - 3
ER -