Gutiérrez-García, E. (Elena)
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- Making things happen: the role of communication in strategic management A case study on banking industry.(Servicio de Publicaciones de la Universidad de Navarra, 2012) Sadaba-Garraza, T. (Teresa); Gutiérrez-García, E. (Elena)Financial institutions are the protagonists of the ongoing economic crisis. Recent financial scandals and dubious management have emerged while an intense debate on the responsibility of business has risen. In academia, the stakeholder management school has earned acceptance; and one question arises: is orderly, coherent management possible when executives embrace the demands of customers and other stakeholders? A case study from the banking sector would be of interest, in order to ascertain if the industry, traditionally branded as opaque and ill-disposed towards public demands, has embraced stakeholder theory assumptions in its management practice. This case allows a deepen thought in the field of communication management, far removed from window-dressing, which stands as a true social dialogic dimension.
- Corporate communication in open innovation: a case-study of three multinationals(2020) Alfaro-Tanco, J.A. (José Antonio); Gutiérrez-García, E. (Elena); Recalde-Viana, M. (Mónica)Purpose: This article proposes a theoretical framework that synthesizes the main factors explaining the strategic contribution of communication department to open innovation (OI) processes. Because there is little or no research literature on communication and OI, the purpose is to fill this gap. A literature review and empirical qualitative research were conducted to weigh the significance of the framework in practice. Design/methodology/approach: An interdisciplinary literature review was necessary to identify the main factors that explain the communication contribution to OI. The analysis of three multinational case studies has helped to enrich the proposed framework. Six semi-structured interviews were conducted with in-company communication managers and innovation managers in order to capture their perceptions. Findings: Communication emerges as a strategic function with the potential to be embedded in the whole OI process. The main conclusion is that it may play an increasingly central role in enhancing relationships with external partners. Moreover, it enacts its strategic role while facilitating the enhancement of the organization's overall communication capability – that is, trust, transparency and a coherently articulated narrative. Research limitations/implications: This article has not been designed as a comprehensive overview of the topic, nor it is designed to be statistically representative or generalizable. The study was conducted with the intention of exploring the theoretical and practical contributions of communication department to OI, as well as to raise awareness among scholars and practitioners on this new but neglected topic for research. Its qualitative approach serves to assess the value of the framework proposed, and the key issues highlighted here require further research. Practical implications: The theoretical framework proposed may enable innovation managers to identify the factors in which the communication function and its practitioners may play a role for facilitating OI processes. Likewise, communication practitioners may find it useful to foster their organizational role and capabilities within these processes. Originality/value: This article underlines the significant contribution that the communication function may play in OI processes. Research on this topic has been neglected thus far, despite its significance for the competitiveness of companies and the economy as a whole.
- Laying foundations for the future(2011) Gutiérrez-García, E. (Elena)
- Dimensión comunicativa del buen gobierno empresarial(Servicio de Publicaciones de la Universidad de Navarra, 2010) Gutiérrez-García, E. (Elena)La dimensión social de la empresa aparece como una realidad ineludible. Su presencia en la esfera pública le enfrenta a un entorno complejo en el que los directivos precisan de coordenadas que les ayuden a orientar sus decisiones. Personas y entidades –clientes, empleados, autoridades o sociedad civil- esperan y reclaman una gestión que atienda no sólo a las rentabilidades financieras, sino a la generación de valor social. La estela de responsabilidades parece más amplia y, conforme sucede, los responsables de gobernar en la complejidad deben saber responder ante distintas expectativas públicas, a veces contradictorias. La capacidad comunicativa, desde la empresa, para gestionar relaciones con diversos públicos ayuda a promover el entendimiento y afianzar la necesaria credibilidad en el entorno social.-----Social dimension of the firm appears to be an inescapable reality. Its presence in the public sphere compels managers to face a more complex environment. People and entities –customers, employees, public authorities and civil society groups- expect and demand not only financial benefits, but social value. The path over responsibilities comes out with a wider range, and managers should know how to deal with different and every so often contradictory ones. The management of communication relationships with different publics could promote understanding and strengthen credibility in social environment.
- De los públicos a los ciudadanos: gestión del compromiso en la campaña de Barack Obama(2009) Codina, M. (Mónica); Rodríguez-Virgili, J. (Jordi); Gutiérrez-García, E. (Elena)
- Formación de profesionales en comunicación empresarial(Eunate, 2002) Gutiérrez-García, E. (Elena)
- Capacidades profesionales para el mañana de la comunicación estratégica: contribuciones desde España y Argentina(Universidad de Piura, 2020) Sadi, G. (Gabriel); Gutiérrez-García, E. (Elena)El Global Capability Framework for Public Relations and Communication Management (Fawkes et at., 2018) es la primera propuesta internacional que adopta el concepto de ‘capacidad’ en la disciplina para describir el alcance y potencial futuro de una profesión cambiante y global. El resultado, un marco global de 11 capacidades, producto de una investigación académica bienal (Delphi, encuestas, grupos focales y entrevistas) en la que participaron más de 1.400 expertos académicos y profesionales en nueve países de cinco continentes (Argentina, Australia, Canadá, España, Estados Unidos, Reino Unido, Singapur, Suecia y Sudáfrica). Dado que cada país cuenta con su propio marco de capacidades, en este artículo se presentan de forma inédita los marcos específicos de Argentina y España -únicos países de habla hispana en el proyecto- con sus listas de capacidades y análisis comparado. Como conclusión general, se revela una marcada orientación estratégica y social de la profesión, a la vez que se evidencian algunas diferencias significativas.
- La comunicación, catalizadora de la estrategia. Estudio de un caso en el sector bancario(EUNSA, 2010) Sadaba-Garraza, T. (Teresa); Gutiérrez-García, E. (Elena)
- Comunicación institucional financiera(EUNSA, 2006) Gutiérrez-García, E. (Elena)
- 50 años de Relaciones Públicas en España. De la propaganda y la publicidad a la gestión de la reputación(2009) Rodríguez-Salcedo, N. (Natalia); Gutiérrez-García, E. (Elena)
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