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company needing more foot soldiers in Mexico
and elsewhere). Significantly, the typical UK
based communication executive regards his or
her role very much as hands-on – getting
involved overseas if needed.
The underlying theme running through this
chapter is that British practitioners are very
much aware of cultural sensitivities and language
differences. They recognize increasingly
that communication across nations does need
to take into account the audience to whom it
is addressed – as noted, giving a distinct
flavour honed to national characteristics;
demonstrating a knowledge of local audiences
(presumably this is where the local foot
soldiers come in); acknowledging that there
has to be a choice of PR strategies appropriate
to different countries (Krishnamurthy and
Dejan, 2001).
One area of the literature that seems fairly
thin concerns the use of iPR for global
environmental scanning. The finding of this
chapter is that in controversial industries
(tobacco, financial services, perhaps alcohol)
a primary task of the international communicator
in-chief is international issues management.
The importance of this role should not
be underestimated; note the telco spokesman
seeing his role as the eyes and ears; a task
transglobally that has quite frightening implications.
One even questions to what extent it
might be feasible
Conclusion
The importance of this chapter is that currently
only a handful of studies exist that help
to build a body of knowledge of iPR
(Krishnamurthy and Dejan, 2001). Of these,
few have been written in the British context.
However, because of its small size this research
makes no claims to be conclusive. It
does, however, seek to add to the body of
knowledge concerning international communication
grounded in the British experience;
and to provide fresh insights.
The first conclusion is that a minority of
British organizations are involved in iPR on a
regular basis. Those that are recognize that it is
problematical. Apparently they do, by and
large, take into account the difficulties presented
in communicating across diverse frontiers;
and in the context of different cultures,
social norms and, sometimes, religious backgrounds.
Kitchen and Wheeler (1999) noted the
debate concerning the co-ordination and control
of international campaigns – the key issue
being whether campaigns should be standardized
or adapted locally. Clearly, the British
communication executive recognizes that if
there is a major problem (s)he becomes
involves and – in doing so – uses much the
same techniques as would be used at home –
albeit adapted to fit local conditions.
For many British communicators the iPR
role may be very much a part-time involvement.
But, in an age of global markets and
instant communication – ones that are accelerating
by the day – any communicator in any
organization needs to be able to communicate
– and to do so fast – and to do so with competence
– with any – and diverse – stakeholders
anywhere. In today’s global economy any
spokesperson may find themselves communicating
directly with an audience in any corner
of the globe – dealing with problematical languages,
diverse and puzzling cultures, disconcerting
religious influences; the list is endless.
This is a new and challenging frontier for
today’s communication executive – but it is a
challenge from which, if the practitioner is successful,
great strategic advantage may be
gained for the organization; and on an international
platform.
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors