6.4 Organizational and Strategic Communication

  • Merja Koskela University of Vaasa
  • Helena Kantanen University of Eastern Finland
  • Heidi Hirsto University of Vaasa
Keywords: Communication, Communication Management, CSR, Dialogue, Organization, Transparency


Organisations are increasingly taking leaps from one-way announcements towards dialogue and co-creation of the reality. This involves a shift from information delivery towards participatory ways of communicating and working. To enable successful changes of strategies and business practices, organisations are expected to communicate their intentions proactively and efficiently. Stakeholder dialogue and listening are prerequisites for organizational renewal.


Christensen, L. T., Morsing, M., & Thyssen, O. (2020). Talk–Action Dynamics: Modalities of aspirational talk. Organization Studies. Ahead of Print.

Cooren, F., Kuhn, T.R., Cornelissen, J. P. & Clark, T. (2011). Communication, organizing, and organization: An overview and introduction to the special issue. Organization Studies 32(9), 1149-1170.

Hallahan, K. (2015). Organizational goals and communication objectives in strategic communication. In: Holtzhausen, D. & Zerfass, A. (eds.). The Routledge Handbook of Strategic Communication. New York: Taylor and Francis Group.

Van Ruler, B. (2018). Communication theory: An underrated pillar on which strategic communication rests. International Journal of Strategic Communication 12:4, 367–381.https://doi.org/10.1080/1553118X.2018.1452240

Zerfass, A.; Verčič, D.; Nothhaft, H.; Werder, K. P. (2018). Strategic communication: Defining the field and its contribution to research and practice. International Journal of Strategic Communication 12:4, 487–505. https://doi.org/10.1080/1553118x.2018.1493485