Communication managers in the dominant coalition

Stacey Frank Kanihan · Kathleen A. Hansen · Marta Shore · Jun Rong Myers

27 citations0/0 files storedJournal of Communication Management

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Management and Organizational Studies Public Relations and Crisis Communication Gender Diversity and Inequality

Abstract

Purpose The purpose of this paper is to examine formal and informal types of power, and identify the characteristics of corporate communications managers who are in the dominant coalition. Design/methodology/approach The paper reports on results of a survey sent to a representative sample of S&P 500 corporate communications managers and CEOs in the USA Data about industry sector, company size, annual revenue and profitability were collected for the responding companies and a random sample of 100 non‐responding companies. The responding companies ( n =161) did not significantly differ from the non‐responding companies Findings The paper finds that four attributes of informal power differentiate communications managers who are in the dominant coalition from those who are not: reciprocal trust, strategic business decision‐making, social inclusion and communication expertise. Research limitations/implications Future research should explore whether any of the 37 percent of communications managers in the dominant coalition at these top companies come from backgrounds significantly different from those of the executive elite. Practical implications The paper supports the organizational theory of the importance of informal power as a prerequisite to be in the dominant coalition – particularly friendship and “being included.” Communications managers who are in the dominant coalition are in a better position to institute ethical and excellent (symmetrical) communication practices. The findings of this study have implications for the likely success (or lack thereof) of managers with diverse backgrounds of being included in the dominant coalition. Originality/value The paper provides quantitative, generalizable results based on a representative sample where many previous studies have relied on qualitative data alone.

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References

1990WHAT'S IN A NAME? REPUTATION BUILDING AND CORPORATE STRATEGY.1981Power in organizations 1993Managing with Power: Politics and Influence in Organizations.1987The impact of corporate characteristics on social responsibility disclosure: A typology and frequency-based analysis 2002Excellent Public Relations and Effective Organizations: A Study of Communication Management in Three Countries 2006Furnishing the Edifice: Ongoing Research on Public Relations As a Strategic Management Function 2003Keeping Directors in Line: Social Distancing as a Control Mechanism in the Corporate Elite 2003Excellent Public Relations and Effective Organizations

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