Handbook of Corporate Communication and Public ... - Blogs Unpad

and learning and are being diffused widely.
However, at the project and corporate level
the need to secure, invest in and access the
hardware platforms is a task of some magnitude.
The application of the technology
requires support and indicates the need for
information strategies tailored to corporate
communication and the development of
information systems and management skills
to comparable levels.
Intelligence gathering and knowledge
development
Intelligence can be gathered across the complete
spectrum of communication and exchange:
it may be gathered deliberately and
systematically (as in market and competitive
intelligence), circumstances may assist awareness
and interception (being in the right place
at the right time), and it may be culled in a
serendipitous fashion (from a whole variety
of inputs, observations, conversations and
suchlike). Since the assembly of dissimilar
and corroborative information and the scope
for reflection and inference are vital parts of
intelligence gathering and work, it will be necessary
to maximize actual and potential
information flows around events and to provide
human resource and opportunity to
analyse the evidence gathered. The cultivation
of environments to generate these requirements
and opportunities should be part of the
information strategy developed around each
corporate communication problem.
Intelligence itself is one of the precursors of
knowledge formation. There can be reciprocal
action between the two processes. Improved
knowledge may clarify the needs for both
intelligence and information. Intelligence
management supports knowledge management
and vice versa.
Writing, editing and publishing
Written communication has played an extensive
part in PR and is a substantial tool for
corporate communication. Defining messages,
crafting them with precision and targeting
them effectively are key skills. The sharper
and more professional these skills are the
better. Corporate communicators need to
appraise, critique and value the sources of
information they use in written communication:
information awareness and information
management play their part in this process.
The review of information constitutes a significant
part of the editing process and leads to
the formation of the messages to be communicated
through publishing, broadcast
and presentation. These tasks require dealing
with both content and format. Information
management underpins the area of content
whilst knowledge management underpins
decision making about format, distribution,
dissemination and assists evaluation processes.
The recruitment market in PR and
corporate communication gives a good idea
about the centrality of these skills and professional
education programmes and training
should already provide the wherewithal.
Improvements in information and knowledge
practice should be sought to strengthen the
underpinning and the results achieved measured
through changing behaviour, impact of
messages, acceptance, market positioning and
sustenance of identity, image and reputation.
Networking and contacts
Knowledge activities have a strong social component
and in corporate communication, a
field characterized by social exchanges, the
transition to knowledge based environments
and activities would seem to be a natural one
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors