strategic communication case study

Case Studies in Strategic Communication

About the Journal

Current issue, trolling and sick burns john fetterman’s winning social media strategy against mehmet oz in the 2022 pennsylvania senate campaign.

• vanslette_trolling

Everything Barbie all at Once “A Marketing Campaign for the Ages”

• Browse All Articles
• Newsletter Sign-Up

CommunicationStrategy →

No results found in working knowledge.

• Were any results found in one of the other content buckets on the left?
• Try removing some search filters.
• Use different search filters.

• Arts & Culture
• Civic Engagement
• Economic Development

Environment

• Human Rights
• Social Services
• Water & Sanitation

Foundations

• Nonprofits & NGOs
• Social Enterprise

Collaboration

• Design Thinking
• Impact Investing
• Measurement & Evaluation

Organizational Development

• Philanthropy & Funding
• Current Issue
• Sponsored Supplements
• Global Editions
• In-Depth Series
• Stanford PACS
• Submission Guidelines

The Case for Communications

In this multi-part series, presented in partnership with  The Communications Network , leaders from an array of foundations and nonprofits will share case studies showcasing strategic communications efforts that delivered impact, drove change, and advanced their missions. 

Each article will focus on a particular idea or issue the organization wished to move forward, and outline how it used strategic communications to create a change in attitudes, awareness, or policy. The articles will also share important lessons—such as what worked (or didn’t), and why.

The series will focus on the impact of communications, and provide compelling examples and evidence of smart, effective communications efforts for leaders in the communications field and across the social sector. #case4comm 

Advocating an End to the Death Penalty

By Annmarie Benedict & Eric Brown

The Atlantic Philanthropies and its network of partners are using advocacy and communications to end capital punishment in the United States once and for all.

Funding Research for Advocacy

By Courtney Cuff & Bobby Clark 1

How a commitment to effective messaging research helped reframe the debate around freedom to marry and win greater support.

Catching the Wave

By Chad Nelsen & Nancy Eiring 1

How a powerful communications strategy helped the Surfrider Foundation and a coalition of other organizations mobilize a local grassroots effort and save a rare natural resource.

A Chorus for Wildlife

By Carter Roberts & Steve Ertel

How World Wildlife Fund helped organize a global clarion call to stop wildlife crime.

The Power of Simple

By Lisa Benenson 1

How the Natural Resources Defense Council effectively unearthed and reframed compelling research to raise public awareness and effect policy change around food waste.

A Map to Effective Communications

By Sandra Hernández & Steven Birenbaum 1

How the California Heath Care Foundation sparked statewide change by “showing” rather than “telling” its data, making use of existing partnerships, and funding what works.

Dismantling “Don’t Ask, Don’t Tell”

By Sean Gibbons & Aaron Belkin

How the Palm Center used long-term, strategic communications to break down a widely held belief and overturn a discriminatory Pentagon policy.

Communicating Data to Drive Change

By Patrick McCarthy & Lisa Hamilton

How the Annie E. Casey Foundation has leveraged the power of information and communication to drive public investment in children and their families.

The Power of Convening for Social Impact

By Sarah Zak Borgman 4

Bringing people together in an environment that encourages and facilitates idea exchange is one of the most powerful communications strategies for driving change.

By Sean Gibbons 7

How smart, strategic communications can help nonprofits and foundations win.

RELATED CONTENT FROM SSIR

• Making Ideas Move
• Bold but Flexible: How to Effectively Share Your Vision
• Meeting People Where They Are
• The New Communications Imperative
• The Chief Engine of Change: Conversation
• Making Ideas Catch On
• Big Communications for Small Nonprofits
• Creating a Communications Culture
• Greater Influence, More Impact
• Communicating Creatively
• Express Yourself

SSIR.org and/or its third-party tools use cookies, which are necessary to its functioning and to our better understanding of user needs. By closing this banner, scrolling this page, clicking a link or continuing to otherwise browse this site, you agree to the use of cookies.

Strategic communications case studies

This Strategic Communications Incubator resource page provides in depth overviews and analysis of real world, longer-term strategic communications initiatives looking to achieve sustainable narrative change goals.

Learning from practice has always been at the heart of ICPA’s work throughout our years of supporting civil society coalitions/networks to build key strategic communications capacity and infrastructure to work at the scale needed to deliver narrative and policy change. We have continually sought out leading international practitioners to collect lessons from the real world, set realistic expectations and at the same time, provide inspiration for others to act. In addition, these learnings become a key foundation for our resources and trainings on narrative change and the policy advocacy development processes.

Through these case studies, we are trying to illustrate what it takes to deliver the strategic communications goals of presence, immersion and ultimately power . We have extracted lessons from practice on topics such as strategic communications coalition building; reaching different audiences; embedding new narratives in people’s daily lives, not just the media they consume; and testing, monitoring and evaluating interventions. The case studies reveal examples of “best practice” as well as the challenges of designing and implementing long-term strategic communications initiatives. Importantly, they are not presented as models to be followed, but rather as in-depth practice examples to offer lessons and inspire.

How did we create them?

The case studies are based on desk-based research (analysis of internal and public documents and online information) and interviews with key people involved in strategic planning and implementation. They have been produced by the Resource and Mentoring Hub and are used to train and inspire the next generation of practitioners in the Strategic Communications Incubator.

Case studies:

Winning the narrative space around the muslim ban: lessons on how to achieve "presence" in the public debate.

• Read more about Winning the narrative space around the Muslim Ban: Lessons on how to achieve "presence" in the public debate

Embedding a narrative change strategy into community work: lessons on how "immersion" can shift norms

• Read more about Embedding a narrative change strategy into community work: lessons on how "immersion" can shift norms

Bringing cohesion to life at community level: Lessons on effective narrative immersion

• Read more about Bringing cohesion to life at community level: Lessons on effective narrative immersion

#KommMit pilot narrative change project: A value-based storytelling approach shifts attitudes towards Muslims in Germany

• Read more about #KommMit pilot narrative change project: A value-based storytelling approach shifts attitudes towards Muslims in Germany

Strategic Communication

• Market Research Databases

Case Studies

• Legal Databases
• Strat Comm Research Definitions
• Media Analytics
• Crisis Communication

Case Study Resources

• Databases with Case Studies
• Case Study Journals
• Harvard Case Studies
• Other Case Study Resources
• SAGE Business Cases This link opens in a new window SAGE Business Cases provides access to 1,700 business cases in national and international business. A source for discovering best practices and learning from unsuccessful ventures. Written in both short vignettes to long narrative form, and written using field research and publicly available sources, business case topics include marketing, operations management, small business & entrepreneurship, international business, human resource management, and more.
• Business Source Complete This link opens in a new window Business Source Complete is the world's definitive scholarly business database. Includes books, case studies, company profiles, economic reports, industry reports, SWOT analyses, in addition to nearly 2,000 peer-reviewed journals.
• One Business (ProQuest) This link opens in a new window ProQuest One Business is a business library containing millions of full-text items across scholarly and popular periodicals, newspapers, market research reports, dissertations, books, videos and more.

TIPS:  

• To find case studies in the ABI/Inform and Business Source Complete databases, select the Advanced Search option.  Then enter your keyword and select the option to filter results by document or publication type for "Case Study."  You can also enter "case studies" in the search box and select "subject terms" in the dropdown box for field type.  NOTE:  Limit your search results to those cases available in full-text in the database; the Library cannot request case studies via interlibrary loan.
• Teaching notes are available for case studies found in the Sage Business Cases database.  Contact your Librarian for a code to access teaching notes.
• Note:  You will find Harvard cases in Business Source Complete, but to comply with the policy set by Harvard Business Publishing, you should not distribute these cases (in print or electronically) for course readings.  Harvard cases are not sold to libraries, and must be purchased directly by the end user from Harvard Business Publishing for Educators.

• Journal of Business Case Studies
• Journal of Case Studies
• Journal for the International Academy for Case Studies
• Business Case Journal
• International Journal of Case Studies in Management (2003-2012)

Harvard Business Publishing has strict licensing terms regarding access and use of its case studies and articles.  Harvard does not sell its cases to libraries.  In addition, the cases cannot be placed on reserve at the library or distributed via interlibrary loan.  To learn more about obtaining materials from Harvard Business Publishing, go to the site for Harvard Business Publishing for Educators (linked below). 

*If you do not want to require your students to purchase commercial cases, such as those from Harvard Business Publishing, consider using one of the free resources linked on this LibGuide.

• Harvard Business Publishing for Education
• LearningEdge (MIT) Case Studies
• UCLA Statistics Case Studies
• World Business Council for Sustainable Development Case Studies
• Portland State University Case Studies Collection Focus on social entrepreneurship and sustainability
• << Previous: Research & Trade Article Databases
• Next: Legal Databases >>
• Last Updated: Mar 20, 2024 11:38 AM
• URL: https://libguides.butler.edu/stratcomm

QUICK LINKS

Library Hours Study Rooms My Library Account Library Website

Business Communication Case Study: Strategic Communication for Floodplain Education

The development of any communication product or project should include some combination of the steps listed in this article. We interviewed professionals in the field regarding a project they helped lead as a way of introducing the tasks and skills involved in creating business communication products. This case study explores a strategic communication project for a non-profit conservation collective.

Strategic communication concerns an organization’s capacity to effectively engage in purposeful communication through overall strategy rather than individual tactics (e.g. advertising, marketing, and public relations). During this project, the communication specialist we interviewed was involved with: collaborative project planning and evaluation, content creation, event management, and marketing and public relations.

Each year, a nonprofit conservation collective in the Rocky Mountains takes on a community education initiative relating to different aspects of land use issues for the communities that lie within the surrounding watershed. An educated public helps the different stakeholder organizations make decisions, set future goals, and meet with local, state, and federal government representatives to make recommendations for regulations and laws that impact the communities.

Identify Goals, Audience, and Scope

This year, the initiative focused on floodplain education for the 2,000 residents and various stakeholders in the 160 mile watershed extending over 160,000 acres. The Communications Manager gathered a team of people from stakeholder organizations to discuss the primary messages they wanted their audience to walk away with; how to reach a critical mass of people in the widely spread communities with a population density of 0.5 people per square mile; and who to invite to make the presentations.

The group decided the key goals were to ensure everyone understood how the river was changing in its course, how that would impact landowners along the river, and how the floodplain maps might change over the coming years, which would influence insurance rates for those who had structures built in the emerging new floodplains.

Three presentations were planned for the upper, middle, and lower river section communities in local grange buildings. Finally, the group decided to invite a fluvial geomorphologist and a floodplain insurance representative from FEMA, both familiar with this specific area, to address the group and answer their questions and concerns.

Planning and Marketing

The Communications Manager contacted the managers of the three granges to schedule the presentations and arrange for refreshments, room set up, and availability of presentation equipment (e.g. screens and projectors).

In addition, they created a series of marketing products (such as event flyers) to put up at common distribution centers around the community (e.g. post offices, general stores, restaurants, and churches) and advertisements in the local and regional newspapers. The information was posted on the organization’s website and press release articles were sent to the local and regional newspapers to alert the community. Information was also sent out to organization mailing lists, including those of other affiliated organizations in the region.

Using a speakers list from the organization, the Communications Manager contacted the preferred fluvial geomorphologist and floodplain insurance representative. If these people had not been available, they would have contacted the backup individuals in their respective fields.

Develop Content

Using the most recent LiDAR (Light Detection and Ranging) maps available, the fluvial geomorphologist worked with the Communications Manager and representative from the state department of natural resources and conservation to create maps, handouts, posters, and a PowerPoint presentation. The focus was on showing the shifts in the river bed over the decades and their best effort estimate how the river would change in the next few years. Discussion points focused around how this might impact the agricultural and recreation communities.

The floodplain insurance representative used the most recent FEMA floodplain maps to develop their presentation. Their information complemented the information presented on the changing course of the river, and their handouts focused on anticipated changes to rates and the most relevant flood hazard products available from FEMA.

The Communications Manager also prepared an easel pad for the discussion section to answer questions and receive input from the community. This information was used to create additional products such as blog posts, charts, and articles which would be posted on the website and in local newspapers. These were also used in future, related presentations.

Evaluation of Product Effectiveness

At the end of each presentation, questionnaires were handed out to the audience members asking for feedback on the information and effectiveness of the presentation. Those questionnaires were tabulated, discussed at the next meeting of the conservation collaborative, and made available on their website.

Staff members also met with the two specialists at a later time to discuss their experience, what they felt was effective and what they saw was confusing to the audience. The organization used this information to create blog posts on their website to enhance the community’s understanding of the issue.

The annual education initiative has been a successful venture in the overall strategic communication plan for the organization over the past 15 years. Since the community is widely spread and low density, these meetings are valuable for the public as well as the organizers, to ensure that all voices are heard and taken into consideration.

In rural communities, there are conflicting needs arising around rivers and watersheds, including agricultural crops and livestock; recreation, fishing, and tourism; and conservation efforts for endangered and threatened species. A strategic communication plan ensures that information and opinions are shared and have the opportunity to influence long term policies and regulations that keep the river, watershed, and community healthy and flourishing.

Additional Business Communication Case Studies:

Crisis Communication for a Public Employee Retirement System

This case study explores the creation of a crisis communication plan and how it was used to handle a delicate situation regarding changes to an employee retirement fund. It involves strategic use of public relations, content creation, teamwork, and more.

Human Resources Communication and an Integrity Pledge

This case study examines a company HR strategy that created deep divisions throughout the organization and was ultimately unsuccessful. It deals with the creation and implementation of an Integrity Pledge meant to address issues plaguing a small business.

How it works

For Business

Join Mind Tools

Exercises • 5 min read

Stout Software: a Strategic Communication Case Study

Implementing formal communication methods in place of informal practices.

By the Mind Tools Content Team

This case study is set in a rapidly growing software company that suddenly needs to bring in a formal communication system. It is suitable for anyone with a reasonable grasp of communication principles and organizational dynamics.

Allow one hour for completion.

Learning Objectives

Participants will be able to ...

• address the communication needs of an organization
• tailor communication strategies to an organization’s needs
• communicate visions and values to an organization

Facilitator Guidance

This case study can be approached with varying degrees of complexity. You may wish to alter the task depending on the group.

For example, if you want to use it as a quick exercise, you may want to specify what they should consider, such as: how should Carolyn deliver a mission statement? How and why should they involve employees?

If it is for use as a strategic exercise, you may simply want to ask participants to outline the approach they would suggest to Carolyn and the Board. This will allow them to explore options independently.

This task can either be carried out independently or in groups.

What to Do (25 minutes)

• Outline the main objectives of the exercise before handing out the task sheets.
• Allow a few minutes for participants to read through the case study.
• Now ask them to think through the delivery requirements of the organization and the features and suitability of different communication channels. They might like to write these down.

Review Activity (30 minutes)

It would be beneficial to facilitate a group discussion. You may like to ask participants to present their individual plans, or if the group is large, it may be better to work through the following points, asking for their suggestions.

The following are some of the key points you may wish to explore:

1. The need for Carolyn and the Board to set out a clear vision, mission statement and set of values that can then be communicated across the company.

• What communication channel would be most appropriate?
• What are the main points that should be raised?

2. The need for an induction program for new employees to be introduced to the company.

• Why would we suggest the company needs an induction program?
• What should be communicated in such a program?

3. The need for a communication audit to establish the different range of communication needs and how best to meet these needs.

• What different forms could a communication audit take?
• How could you make sure needs are met at Stout Software?

4. The advantages of involving employees in the design of the appropriate communication channels, including the increased understanding generated by cross-location working.

• What advantages would be gained from involving employees?

5. Greater use of the intranet for organization communication is a quick win, which Carolyn could quickly establish, perhaps with a regular message from her and a feedback loop so that staff could ask her questions.

• What other quick win solutions could be used?

6. How do participants envisage helping line managers improve their communication skills?

7. How would participants approach Carolyn’s personal development needs?

Apply Learning (5 minutes)

Ensure the participants understand the learning points of the exercise. Ask them to jot down three actions that they can take away and apply in the workplace.

You may want to follow up this case study with a strategic diagnostic and exercise if the group is looking to improve their organizational communication or develop a change program.

Stout Software – Task Sheet

Stout Software produces stock control and distribution management software and has headquarters in Dublin, Ireland. After a slow start, the product has captured the imagination of the corporate market, and the organization has grown from having 50 employees in Dublin to having 300 employees equally spread between Dublin, Liverpool, and the most recent office in Virginia, USA.

Growth is forecast to continue at an exponential rate for the foreseeable future, and the company is now looking to float on the stock market in the next 12 months.

The CEO, Carolyn Corr, is dynamic but slightly reticent about speaking in public. Her main forte is in small meetings, where she is particularly effective with an extremely pleasant and direct approach. Since the company started to grow, she has found it impossible to maintain the level of contact she was used to having with her co-workers.

In an effort to address this situation, she has spent the last two weeks touring the three offices, where she has spent time with staff at all levels discussing the company’s performance and future aspirations.

The exercise gave Carolyn cause for concern. While she found that her personal approach was once again very effective, it required a huge amount of time and energy, and as the company expands, she realizes that this approach is unsustainable. In addition, and perhaps of more concern, were the different views that staff had of the future of the company. Everyone seemed to have their own individual take.

Finally, Carolyn was surprised at the varying levels of communication skills that existed in the management team. A number of team members were technically superb but did not realize the impact their poor communication skills had on their team.

Other than email and a small product-focused intranet, Carolyn is aware that there are no other formal communication channels. On the other hand, the grapevine works too well with the number of rumors on various subjects growing weekly.

The next Board meeting is in two weeks’ time, and Carolyn has approached you to ask for assistance in addressing the communication issues that exist within the organization. She wants to bring in a formal communication system for long-term gain but also needs a quick fix solution to solve immediate dilemmas.

• Outline the approach you would suggest to Carolyn and the Board.
• Consider the company’s delivery requirements, different communication channels, how new strategies could be established, and any other issues that need to be addressed.
• Include any obvious quick wins that you would suggest that Carolyn could adopt.

Join Mind Tools and get access to exclusive content.

This resource is only available to Mind Tools members.

Already a member? Please Login here

Get 20% off your first year of Mind Tools

Our on-demand e-learning resources let you learn at your own pace, fitting seamlessly into your busy workday. Join today and save with our limited time offer!

Sign-up to our newsletter

Subscribing to the Mind Tools newsletter will keep you up-to-date with our latest updates and newest resources.

Subscribe now

Business Skills

Personal Development

Leadership and Management

Member Extras

Most Popular

Newest Releases

Pain Points Podcast - Balancing Work And Kids

Pain Points Podcast - Improving Culture

Mind Tools Store

About Mind Tools Content

Discover something new today

Pain points podcast - what is ai.

Exploring Artificial Intelligence

Pain Points Podcast - How Do I Get Organized?

It's Time to Get Yourself Sorted!

How Emotionally Intelligent Are You?

Boosting Your People Skills

Self-Assessment

What's Your Leadership Style?

Learn About the Strengths and Weaknesses of the Way You Like to Lead

Recommended for you

Learning business from mcdonald's.

Paul Facella

Expert Interviews

Business Operations and Process Management

Strategy Tools

Customer Service

Business Ethics and Values

Handling Information and Data

Project Management

Knowledge Management

Self-Development and Goal Setting

Time Management

Presentation Skills

Learning Skills

Career Skills

Communication Skills

Negotiation, Persuasion and Influence

Working With Others

Difficult Conversations

Creativity Tools

Self-Management

Work-Life Balance

Stress Management and Wellbeing

Coaching and Mentoring

Change Management

Team Management

Managing Conflict

Delegation and Empowerment

Performance Management

Leadership Skills

Developing Your Team

Talent Management

Problem Solving

Decision Making

Member Podcast

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

Chapter 3: Strategic Communication Ethics

11 Ethics case study

The issue of ethics is important in the strategic communication profession. Creators of content should heavily rely on a code of ethics when carrying out various tasks. Using ethical reasoning, whether you’re designing a campaign or writing a newspaper article, demonstrates basic understanding of the influence of messages on audiences. Ethical communication also helps an organization avoid dilemmas and compromising situations.

Several cases covered in the press highlight the ramifications of failure to use ethical and honest standards in communication efforts. The case study below demonstrates this.

Case study: Ryan Holiday, media manipulation, and the rise of the Tucker Max brand

Media strategist Ryan Holiday made a career of controlling the media to achieve public relations goals. A few years ago, he became a PR specialist for Tucker Max, a controversial blogger and author who garnered attention for his lewd writing and explicit discussions of his sexual adventures with countless women. Holiday played an essential role in a campaign for Max’s book I Hope They Serve Beer in Hell. Pretending to be someone who hated Max’s writings, Holiday contacted influencers, bloggers, and television stations about the social controversy caused by the brand. Soon Max’s book received widespread attention from national media outlets and writers all over the blogosphere (Ariely & Melamede, 2015).

Filmmakers later created a movie based on the book. Holiday used some of the same tactics to promote the film. He emailed college organizations across the country, again pretending to be someone who was disgusted with the Tucker Max brand. He included photos of fake advertisements that were offensive to women (which Holiday himself had created), and said that the advertisements were used to promote the film (Ariely & Melamede, 2015). He told campus leaders, bloggers, and other influencers to urge people not to see the film.

Holiday was intentionally trying to create protests to generate media coverage and public awareness about the film and the Tucker Max brand in general (Ariely & Melamede, 2015). He used deceptive measures and some aspects of controversy—strong opinions on a topic, social backlash, and a hated public figure—as leverage. And he was very successful: organized groups across the country held protests against the film, furthering the widespread attention on Tucker Max. In this situation, the saying “any press is good press” worked to his advantage.

Cases such as this raise several concerns related to the field of strategic communication. Most important, the Tucker Max situation calls into question the ethics Holiday used to control the media. How far should one go to promote an organization or brand? The perception exists that strategic communication professionals, specifically those in public relations, are expert spin doctors and media manipulators; because of this, the profession’s credibility has been damaged. In order to reclaim the trustworthiness of the field, strategic communication professionals must abide by strong ethics in their decision-making processes.

The majority of strategic communication professionals promote their client or organization in an honest and straightforward manner. One case study that demonstrates this comes from a Columbus-based public relations agency, Geben Communication. In 2014, the agency helped promote a small catering business, Two Caterers. It used a targeted media relations strategy and pitched to several local publications and news stations (Geben Communication, 2016) in order to enhance brand awareness. The pitches contained factual information, and those working on the account did not use manipulative tactics to achieve their goal.

Geben Communication’s promotional effort had positive results. Local publications wrote several articles on Two Caterers, and a television station invited the small business to do a cooking demonstration for a morning segment. Furthermore, Two Caterers received accolades and recognition from small business associations and magazines.

Writing for Strategic Communication Industries Copyright © 2016 by Jasmine Roberts is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License , except where otherwise noted.

Share This Book

You’ve been hired to lead the communications department at Northern Lights Electric Cooperative. Your first assignment—put together a strategic communications plan. To start, you need to gather information. Using page 5 of your workbook , take notes on the strengths, weaknesses, threats and opportunities you can glean from the information below. You should be able to find 3-5 insights for each category. We will discuss findings together as a group in class.

Survey Results

Northern Lights Cooperative completes a member survey every two years. Surveys are a great resource to inform strategic planning. Not only do surveys allow you objectively see if you are moving the needle, but they can also highlight areas where you need to focus.

Transparency

Northern Lights Electric Co-op members’ ratings for “My co-op is transparent and forthright with governance information” by county.

Results show that members are satisfied with the speed outages are resolved, but not as pleased with how they are kept informed during the outage.

CEO Interview Transcript

While we are in a great position right now, I do worry about our financial future. We’ve had flat or declining electric sales for years. We are going to have to keep raising our rates if our sales don’t increase. I think that the electrification of the transportation sector is a real opportunity for us but our members don’t seem to be adopting EVs very quickly.

We’ve also been talking a lot with the board about potential future carbon regulations. Coal and natural gas make up 70% of our power supply portfolio so anything that increases the cost of carbon emissions will have a big impact on us and our members.

Leadership Interviews

Listening to gain an understanding of where leaders want to take the company is invaluable. Watch the interview with Northern Lights Cooperative CEO to see what you can learn. How can you help support the direction with your communications plan?

Employee Interview Transcript

I’ve struggled a little with feeling connected to my coworkers since we started allowing people to work from home. It just feels like we are all disconnected. Sometimes I feel like I’m out of the loop. I used to know everything that was going on, in all departments, not just Engineering. Now I feel like we often find things out after the fact.

Don’t get me wrong, Northern Lights is a great company to work for because they really invest in their employees. And, we have access to whatever resources we need to get the job done, including top of the line equipment.

In the engineering department, we work closely with a lot of members on their construction projects. I know I’m often one of their first interactions with the cooperative and I try to make it as easy as possible for them. Sometimes communication is challenging because I’m in the field a lot, so we have to play a lot of phone tag. Overall, members seem happy with the service we provide, although, I think they often have sticker shock when they realize the how much their project will cost.

Employee Interviews

Listening to employees can provide a lot of insight, too. Member services employees will be able to share a lot about member sentiment and processes that could be improved. But don’t forget to examine the communication experience inside the organization, too. Talking with employees can provide direction on how to improve internal communications.

Member Interview Transcript

I’ve been a customer of Northern Lights Electric for about 2 years. Our family moved here from the City. We just really wanted a change of pace and we love living in a community where we get to know our neighbors. It’s a great place to raise a family.

We’ve been impressed with the company so far. Everyone is really friendly and helpful. Our bill is quite a bit higher than it was at our house in the City. But, it’s a bigger house, so maybe that’s to be expected. We have only had one short outage since we moved in and you guys got it restored really fast. We appreciate the responsiveness of your staff.

While we really like living in a small town, sometimes it feels like a step back in time. And not in a good way. It’s just little things, Iike I miss being able to take care of everything online. We’re busy with work and kids and school. You know how it is. Our last utility used to have an app where we could do everything and they used text messages to let us know about things like outages. Do you guys do that?

What’s the purpose of this interview again? Sorry, I just didn’t expect my electric utility to want to sit down and chat with me. Small towns, I guess.

Member Interviews

If you’re looking for ways to improve, who better to ask than the members themselves? From learning their pain points to hearing about programs they wish you’d offer, interviewing members is a great way to inspire your plan.  Hold focus groups, schedule virtual meetings, or simply pick up the phone and make a few calls.

Social Media Review

Surveys aren’t the only place your members will share their opinions. Comments on a co-ops social media page are a treasure trove of information. If you review the page carefully, you’re likely to notice themes start to take shape. Consider if any of the themes you identify deserve a place in your strategic plan.

Environmental Scan

Savvy communicators monitor NRECA’s issue briefs as well as toolkits and research . One issue Northern Lights is monitoring is the national scrutiny on governance practices. Additional insights about governance are available in the survey results section.

S. Carolina

A newspaper ran nearly a dozen articles focused on co-op governance asking these 20 questions.

A group of energy advocates published a report card alleging electric co-op governance transparency issues.

Company Strategic Plan

Northern Lights completes a companywide strategic plan every three years. This plan contains goals that the co-op has identified as important and is working to achieve. As a communicator, you should be very familiar with this plan.  Determine how communications can help achieve these goals, and write it into your strategic communications plan.

Skills and Strategic Planning: Unveiling the Nexus in SMEs - A Case Study

Article sidebar.

• How to Cite

The study examines the determinants of companies' key skills and strategies to understand better how firms can use their resources to achieve success. This study is, therefore, undertaken for this reason to investigate the connections between possible variables. Specifically, it aims to examine the mediating effect of strategic planning on the relationship between technical skills, managerial skills, entrepreneurial skills, business skills, and performance of the small and medium enterprises in Punjab, Pakistan. Data was collected through self-administrative questionnaires with 265 owners/managers of small and medium enterprises in Punjab, Pakistan. PLS-SEM is used to analyze the data and test the hypothesis. The study's findings suggest a significant relationship between managerial skills, entrepreneurial skills, business skills, and strategic planning. Strategic planning mediates the relationship between managerial skills, entrepreneurial skills, business skills, and firm performance for the mediating effect. However, no empirical support has been found from the mediator on the relationship between technical skills and firm performance. This study provides valuable insights into strategic planning's role in improving the firm’s performance to the owners/managers of small and medium enterprises, policymakers, and researchers. SMEs owners/managers should also be encouraged to undertake strategic planning that can encourage them to utilize their resources to improve their performance. Finally, the study concludes with feedback from theory, methodology, consequences, guidelines, limitations, and future research.

Full text article

Afolabi, B., & Macheke, R. (2012). An analysis of entrepreneurial and business skills and training needs in SMEs in the plastic manufacturing industry in the Eastern Cape Province, South Africa. International Review of Social Sciences and Humanities, 3(2), 236-247. https://doi.org/10.32861/jssr.spi4.44.49

Ahmad, I., & Ahmad, S. (2018). Multiple Skills and Medium Enterprises' Performance in Punjab Pakistan: A Pilot Study. Journal of Social Sciences Research, Special, (4), 44-49. https://doi.org/10.32861/jssr.spi4.44.49

Ahmad, I., & Ahmad, S. B. (2019). The mediation effect of strategic planning on the relationship between business skills and firm's performance: Evidence from medium enterprises in Punjab, Pakistan. Opción: Revista de Ciencias Humanas y Sociales, (24), 746-778.

Ahmad, I., & Ahmad, S. B. (2021). Effect of managerial skills on the performance of small and medium-sized enterprises: A case study in Pakistan. The Journal of Asian Finance, Economics and Business, 8(4), 161-170.

Ahmad, I., Thurasamy, R., Adeel, A., & Alam, B. (2023). Promotive Voice, Leader-member Exchange, and Creativity Endorsement: The Role of Supervisor-Attributed Motives. Journal of Intercultural Communication, 23(3), 1-13. https://doi.org/10.36923/jicc.v23i3.121

Ahmad, I., Thurasamy, R., Shahzad, A., Ullah, M. I., Hussain, A., & Ansari, H. W. A. (2023). COVID-19 impact on the dairy sector: The mediating role of knowledge sharing and trust on innovation capability. South African Journal of Economic and Management Sciences, 26(1), 1-11. https://doi.org/10.4102/sajems.v26i1.4591

Alamanda, D. T., Ahmad, I., Putra, H. D., & Hashim, N. A. (2021). The role of spiritual intelligence in citizenship behaviors amongst Muslim staff in Malaysia. HTS Teologiese Studies/Theological Studies, 77(1), a6586. https://doi.org/10.4102/hts.v77i1.6586

Ajagbe, A. M. (2011). The relationship between strategic planning and the effectiveness of marketing operations. International Journal of Innovation Management and Technology, 2(5), 390-396.

Al-Dhaafri, H. S., Yusoff, R. Z. B., & Al-Swidi, A. K. (2013). The effect of total quality management, enterprise resource planning, and the entrepreneurial orientation on organizational performance: The mediating role of organizational excellence---A proposed research framework. International Journal of Business Administration, 4(1), 66-85. https://doi.org/10.5430/ijba.v4n1p66

Aliyu, M. D. Y. O. I. (2015). Impact of Managerial Skills on Small Scale Businesses Performance and Growth in Nigeria. European Journal of Business and Management, 7(5), 109-114.

Amir, A., Auzair, S. M., & Amiruddin, R. (2016). Cost management, entrepreneurship, and competitiveness of strategic priorities for small and medium enterprises. Procedia-Social and Behavioral Sciences, 219, 84-90. https://doi.org/10.1016/j.sbspro.2016.04.046

Ansah, J. K. (2017). Strategic planning and performance of micro and small family businesses in Ghana. The resource-based approach. (Doctoral dissertation).

Anwar, F., Saleem, I., Zahid, A., & Director, A. (2012). Significance of total quality management in organizational performance: An empirical analysis from SMEs sector. International Journal of Research in Commerce, IT & Management, 2(1), 13-16.

Arasa, R., & K'Obonyo, P. (2012). The relationship between strategic planning and firm performance. International Journal of Humanities and Social Science, 2(22), 201-213.

Daley, D. M. (2012). Strategic human resources management. Public Personnel Management, 120-125.

Dar, M. S., Ahmed, S., & Raziq, A. (2017). Small and medium-size enterprises in Pakistan: Definition and critical issues. Pakistan Business Review, 19(1), 46-70.

De Toni, A., & Tonchia, S. (2003). Strategic planning and firms' competencies: Traditional approaches and new perspectives. International Journal of Operations & Production Management, 23(9), 947-976. https://doi.org/10.1108/01443570310491729

Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of organisational life. Reading/Т. Deal, A. Kennedy-Mass: Addison-Wesley, 2, 98-103. https://doi.org/10.1016/0007-6813(83)90092-7

Devanna, M. A., Fombrun, C., & Tichy, N. (1981). Human resources management: A strategic perspective. Organisational Dynamics, 9(3), 51-67. https://doi.org/10.1016/0090-2616(81)90038-3

Duarte, P. A. O., & Raposo, M. L. B. (2010). A PLS model to study brand preference: An application to the mobile phone market. In Handbook of partial least squares (pp. 449-485): Springer. https://doi.org/10.1007/978-3-540-32827-8_21

Eising, R. (2007). Institutional context, organisational resources and strategic choices: Explaining interest group access in the European Union. European Union Politics, 8(3), 329-362. https://doi.org/10.1177/1465116507079542

Elliott, A. C., & Woodward, W. A. (2007). Comparing one or two means using the t-test. Statistical Analysis Quick Reference Guide, 8-27. https://dx.doi.org/10.4135/9781412985949

F. Hair Jr, J., Sarstedt, M., Hopkins, L., & G. Kuppelwieser, V. (2014). Partial least squares structural equation modeling (PLS-SEM) An emerging tool in business research. European Business Review, 26(2), 106-121. https://doi.org/10.1108/EBR-10-2013-0128

Falk, R. F., & Miller, N. B. (1992). A primer for soft modeling: University of Akron Press.

Falshaw, J. R., Glaister, K. W., & Tatoglu, E. (2006). Evidence on formal strategic planning and company performance. Management decision, 44(1), 9-30. https://doi.org/10.1108/00251740610641436

Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. In: SAGE Publications Sage CA: Los Angeles, CA. https://doi.org/10.2307/3150980

García-Sánchez, E., García-Morales, V. J., & Martín-Rojas, R. (2017). Analysis of the influence of the environment, stakeholder integration capability, absorptive capacity, and technological skills on organisational performance through corporate entrepreneurship. International Entrepreneurship and Management Journal, 14(2), 345-377. https://doi.org/10.1007/s11365-017-0436-9

Geldermann, J., Kolbe, L. M., Krause, A., Mai, C., Militz, H., Osburg, V.-S., ... Westphal, S. (2016). Improved resource efficiency and cascading utilisation of renewable materials. In: Elsevier. https://doi.org/10.1016/j.jclepro.2015.09.092

Giunipero, L. C., Denslow, D., & Eltantawy, R. (2005). Purchasing/supply chain management flexibility: Moving to an entrepreneurial skill set. Industrial Marketing Management, 34(6), 602-613. https://doi.org/10.1016/j.indmarman.2004.11.004

Götz, O., Liehr-Gobbers, K., & Krafft, M. (2010). Evaluation of structural equation models using the partial least squares (PLS) approach. In Handbook of partial least squares (pp. 691-711): Springer. https://doi.org/10.1007/978-3-540-32827-8_30

Hafeez, K., Zhang, Y., & Malak, N. (2002). Determining key capabilities of a firm using analytic hierarchy process. International journal of production economics, 76(1), 39-51. https://doi.org/10.1016/S0925-5273(01)00141-4

Hafeez, M. H., Shariff, M. N. M., & bin Mad Lazim, H. (2012). Relationship between Entrepreneurial Orientation, Firm Resources, SME Branding and Firm's Performance: Is Innovation the Missing Link? American Journal of Industrial and Business Management, 2(4), 153. https://doi.org/10.4236/ajibm.2012.24020

Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2009). Análise multivariada de dados: Bookman Editora.

Hair, J. F., Ringle, C. M., & Sarstedt, M. (2013). Partial least squares structural equation modeling: Rigorous applications, better results and higher acceptance. Long-range planning, 46(1-2), 1-12. https://doi.org/10.1108/EBR-10-2013-0128

Hair, J. F., Sarstedt, M., Ringle, C. M., & Mena, J. A. (2011). An assessment of the use of partial least squares structural equation modeling in marketing research. Journal of the academy of marketing science, 40(3), 414-433. https://doi.org/10.1007/s11747-011-0261-6

Hair Jr, J. F., Williams, C. B., Babin, B. J., & Rolph, R. E. A. (2010). Multivariate Data Analysis. Cornell University. In: Pearson Prentice Hall.

Hall, R. (1992). The strategic analysis of intangible resources. Strategic Management Journal, 13(2), 135-144. https://doi.org/10.1002/smj.4250130205

Hamann, P. M., Schiemann, F., Bellora, L., & Guenther, T. W. (2013). Exploring the dimensions of organisational performance: A construct validity study. Organisational Research Methods, 16(1), 67-87. https://doi.org/10.1177/1094428112470007

Ireland, R. D., Hitt, M. A., Camp, S. M., & Sexton, D. L. (2001). Integrating entrepreneurship and strategic management actions to create firm wealth. The Academy of Management Executive, 15(1), 49-63. https://doi.org/10.5465/ame.2001.4251393

Ismail, W. N. S. W., Mokhtar, M. Z., Ali, A., & Rahman, M. S. A. (2014). Do it helps SMES gain better performance: A conceptual analysis on RBV theory. International Journal of Management and Sustainability, 3(5), 307-320. https://doi.org/10.18488/journal.11/2014.3.5/11.5.307.320

Jonas, J. M., Roth, A., & Möslein, K. M. (2016). Stakeholder integration for service innovation in German medium-sized enterprises. Service Science, 8(3), 320-332. https://doi.org/10.1287/serv.2016.0152

Kee-Luen, W., Thiam-Yong, K., & Seng-Fook, O. (2013). Strategic planning and business performance: A study of SMEs in Malaysia. Paper presented at the Proceedings of 3rd Asia-Pacific Business Research Conference, Kuala Lumpur, Malaysia.

Khan, H., Khawaja, M. R., Waheed, A., Rauf, M. A., & Fatmi, Z. (2006). Knowledge and attitudes about health research amongst a group of Pakistani medical students. BMC medical education, 6(1), 1-07. https://doi.org/10.1186/1472-6920-6-54

Khan, I. A., & Ghouri, A. M. (2011). Managerial skills and organisational learning in SMEs of Pakistan. Indian Journal of Commerce & Management Studies, 2(4), 61-69.

Khan, M. W. J., & Khalique, M. (2014a). An overview of small and medium enterprises in Malaysia and Pakistan: past, present and future scenario. Business and Management Horizons, 2(2), 38-49. https://doi.org/10.5296/bmh.v2i2.5792

Khan, M. W. J., & Khalique, M. (2014b). A Review of Empirical Studies of Strategic Planning. 1-21. https://doi.org/10.2139/ssrn.2511555

Khan, S. Z., Yang, Q., Khan, N. U., & Waheed, A. (2019). Entrepreneurship posture and new venture performance in Pakistan. Human Systems Management, 38(1), 55-72. https://doi.org/10.3233/HSM-180345

Khurrum S. Bhutta, M., Rana, A. I., & Asad, U. (2008). Owner characteristics and health of SMEs in Pakistan. Journal of Small Business and Enterprise Development, 15(1), 130-149. https://doi.org/10.1108/14626000810850883

Kiambati, K., & Itunga, J. (2016). Managerial Skills and Corporate Strategic Planning. International Journal of Management Science and Business Administration, 2(8), 16-23. https://doi.org/10.18775/ijmsba.1849-5664-5419.2014.28.1002

King, A. W., Fowler, S. W., & Zeithaml, C. P. (2001). Managing organisational competencies for competitive advantage: The middle-management edge. Academy of Management Perspectives, 15(2), 95-106. https://doi.org/10.5465/ame.2001.4614966

Kunene, T. R. (2009). A critical analysis of entrepreneurial and business skills in SMEs in the textile and clothing industry in Johannesburg, South Africa. University of Pretoria, University of Pretoria. Retrieved from http://hdl.handle.net/2263/24173

Kylaheiko, K., Puumalainen, K., Sjogren, H., Syrja, P., & Fellnhofer, K. (2016). Strategic planning and firm performance: a comparison across countries and sectors. International Journal of Entrepreneurial Venturing, 8(3), 280-295. https://doi.org/10.1504/IJEV.2016.078965

Lee, C. H. (2016). Critical Success Factors for Entrepreneurs. UTAR.

Lee, R., Lee, J.-H., & Garrett, T. C. (2017). Synergy effects of innovation on firm performance. Journal of business research, 99, 507-515. https://doi.org/10.1016/j.jbusres.2017.08.032

Lei, M., & Lomax, R. G. (2005). The effect of varying degrees of nonnormality in structural equation modeling. Structural equation modeling, 12(1), 1-27. https://doi.org/10.1207/s15328007sem1201_1

Lengnick-Hall, C. A., & Lengnick-Hall, M. L. (1988). Strategic human resources management: A review of the literature and a proposed typology. Academy of Management Review, 13(3), 454-470. https://doi.org/10.2307/258092

Leyva Carreras, A. B., Cavazos Arroyo, J., & Espejel Blanco, J. E. (2018). Influence of the strategic planning and the management skills as factors internal of business competitiveness of SME's. Contaduría y administración, 63(3), 1-21. https://doi.org/10.22201/fca.24488410e.2018.1085

Logan, J. (2009). Dyslexic entrepreneurs: The incidence; their coping strategies and their business skills. Dyslexia, 15(4), 328-346. https://doi.org/10.1002/dys.388

Macdonald, S., & Headlam, N. (2009). Research Methods Handbook: Introductory Guide to Research Methods for Social Research. Manchester: Centre for Local Economic Strategies.

Mendenhall, W., Beaver, J., & Beaver, R. (1993). Statistics for business and economics. Upper Saddle River, NJ: Prentice-Hall.

Miller, C. C., & Cardinal, L. B. (1994). Strategic planning and firm performance: A synthesis of more than two decades of research. Academy of Management journal, 37(6), 1649-1665. https://doi.org/10.2307/256804

Miller, D., Xu, X., & Mehrotra, V. (2015). When is human capital a valuable resource? The performance effects of Ivy League selection among celebrated CEOs. Strategic Management Journal, 36(6), 930-944. https://doi.org/10.1002/smj.2251

Mohammed, U. D., & Obeleagu-Nzelibe, C. G. (2014). Entrepreneurial skills and profitability of Small and Medium Enterprises (SMEs): Resource acquisition strategies for new ventures in Nigeria. Paper presented at the Proceedings of 25th International Business Research Conference.

Nazlina, Z. (2016). The relationship between entrepreneurial orientation, human resource management practices, organizational innovation, and managerial ties to SME performance. Universiti Utara Malaysia.

Nunnally, J. C. (1994). Psychometric theory 3E. Tata McGraw-Hill Education.

Ouakouak, M. L., & Ouedraogo, N. (2013). The mediating role of employee strategic alignment in the relationship between rational strategic planning and firm performance: A European study. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 30(3), 143-158. https://doi.org/10.1002/cjas.1259

Oura, M. M., Zilber, S. N., & Lopes, E. L. (2016). Innovation capacity, international experience and export performance of SMEs in Brazil. International Business Review, 25(4), 921-932. https://doi.org/10.1016/j.ibusrev.2015.12.002

Pallant, J., & Manual, S. S. (2010). A step-by-step guide to data analysis using SPSS. Berkshire UK: McGraw-Hill Education.

Pansiri, J., & Temtime, Z. T. (2008). Assessing managerial skills in SMEs for capacity building. Journal of Management Development, 27(2), 251-260. https://doi.org/10.1108/02621710810849362

Peralta-Yahya, P. P., Zhang, F., Del Cardayre, S. B., & Keasling, J. D. (2012). Microbial engineering for the production of advanced biofuels. Nature, 488(7411), 320-328. https://doi.org/10.1038/nature11478

Perks, S., & Struwig, M. (2005). Skills necessary to grow micro-entrepreneurs into small business entrepreneurs: Management. South African Journal of Economic and Management Sciences, 8(2), 171-186. https://doi.org/10.4102/sajems.v8i2.1226

Peters, M. (2005). Entrepreneurial skills in leadership and human resource management evaluated by apprentices in small tourism businesses. Education+ training, 47(8/9), 575-591. https://doi.org/10.1108/00400910510633125

Peterson, R. A., & Kim, Y. (2013). On the relationship between coefficient alpha and composite reliability. Journal of Applied Psychology, 98(1), 194-198. https://doi.org/10.1037/a0030767

Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competition. New York, 300, 28.

Porter, M. E., & Kramer, M. R. (2019). Creating shared value. In Managing Sustainable Business (pp. 327-350): Springer.

Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior research methods, 40(3), 879-891. https://doi.org/10.3758/BRM.40.3.879

Pushpakumari, M., & Watanabe, T. (2009). Do strategies improve SME performance? An empirical analysis of Japan and Sri Lanka. Meijo Asian Research Journal, 1(1), 61-75.

Radanliev, P., De Roure, D. C., Nurse, J. R., Montalvo, R. M., & Burnap, P. (2019). The Industrial Internet-of-Things in the Industry 4.0 supply chains of small and medium-sized enterprises. University of Oxford. https://doi.org/10.20944/preprints201903.0123.v1

Radipere, S., & Van Scheers, L. (2005). Investigating whether a lack of marketing and managerial skills is the main cause of business failure in South Africa: management. South African Journal of Economic and Management Sciences, 8(4), 402-411. https://doi.org/10.4102/sajems.v8i4.1171

Raj, R., & Srivastava, K. B. (2013). The mediating role of organizational learning on the relationship among organizational culture, HRM practices, and innovativeness. Management and Labour Studies, 38(3), 201-223. https://doi.org/10.1177/0258042X13509738

Runyan, R. C., Huddleston, P., & Swinney, J. (2006). Entrepreneurial orientation and social capital as small firm strategies: A study of gender differences from a resource-based view. The International Entrepreneurship and Management Journal, 2(4), 455-477. https://doi.org/10.1007/s11365-006-0010-3

Rahman, R. A., Suffian, M. T. M., Ghani, E. K., Said, J., & Ahmad, I. (2021). Managerial Ownership And Real Earnings Management: A Study On Interaction Effect Of Religiosity. Journal of Management Information and Decision Sciences, 24, 1-10.

Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145-158. https://doi.org/10.1177/1548051808324100

Schwenk, C. R., & Shrader, C. B. (1993). Effects of formal strategic planning on financial performance in small firms: A meta-analysis. Entrepreneurship: Theory and Practice, 17(3), 53-65. https://doi.org/10.1177/104225879301700304

Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill-building approach. John Wiley & Sons.

Shah, A. A., Gong, Z., Ali, M., Jamshed, A., Naqvi, S. A. A., & Naz, S. (2020). Measuring education sector resilience in the face of flood disasters in Pakistan: an index-based approach. Environmental Science and Pollution Research, 27(35), 44106-44122. https://doi.org/10.1007/s11356-020-10308-y

Shaikh, K. H., Ahmedani, M. M., Syed, A. A. S. G., & Panhwar, M. M. A. P. (2017). A Managerial perspective on the issues of the barriers to the development of SME Sector of Pakistan. NICE Research Journal of Social Science, 7(14), 1-10.

Shute, V. J., Ventura, M., & Ke, F. (2015). The power of play: The effects of Portal 2 and Lumosity on cognitive and noncognitive skills. Computers & Education, 80(January 2015), 58-67. https://doi.org/10.1016/j.compedu.2014.08.013

Singh, H. (2003). Building effective blended learning programs. Educational Technology-Saddle Brook Then Englewood Cliffs NJ-, 43(6), 51-54.

Skokan, K., Pawliczek, A., & Piszczur, R. (2013). Strategic planning and business performance of micro, small and medium-sized enterprises. Journal of Competitiveness, 5(4), 57-72. https://doi.org/10.7441/joc.2013.04.04

SMEDA. (2019). State of SMEs in Pakistan. Published by Small and Medium Enterprises Development Authority, Lahore Pakistan. Retrieved from https://smeda.org/

Smith, E., & Perks, S. (2006). Training interventions needed for developing black micro-entrepreneurial skills in the informal sector: A qualitative perspective. SA Journal of Human Resource Management, 4(1), 17-26. https://doi.org/10.4102/sajhrm.v4i1.85

Smith, W., Eichholz, D. E., & Schallenkamp, K. (2007). Entrepreneurial Skills Assessment: An Exploratory Study. International Journal of Management and Enterprise Development, 4(2), 179-201. doi:10.1504/IJMED.2007.011791

Smith, W. K., Besharov, M. L., Wessels, A. K., & Chertok, M. (2012). A paradoxical leadership model for social entrepreneurs: Challenges, leadership skills, and pedagogical tools for managing social and commercial demands. Academy of Management Learning & Education, 11(3), 463-478. https://doi.org/10.5465/amle.2011.0021

Snell, P. M. W. S. (2009). Organizational resources, and capabilities. The Routledge Companion to Strategic Human Resource Management, 3(4), 1-15.

Syed, A. A. S. G., Shah, N., Shaikh, K. H., Ahmadani, M. M., & Shaikh, F. M. (2012). Impact of SMEs on employment in the textile industry of Pakistan. Asian Social Science, 8(4), 131-142. https://doi.org/10.5539/ass.v8n4p131

Tabachnick, B. G., Fidell, L. S., & Ullman, J. B. (2007). Using multivariate statistics (Vol. 5). Pearson Boston, MA.

Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350. https://doi.org/10.1002/smj.640

Tehseen, S., & Ramayah, T. (2015). Entrepreneurial competencies and SMEs business success: The contingent role of external integration. Mediterranean Journal of Social Sciences, 6(1), 50-61. https://doi.org/10.5901/mjss.2015.v6n1p5

Tippins, M. J., & Sohi, R. S. (2003). IT competency and firm performance: is organisational learning a missing link? Strategic Management Journal, 24(8), 745-761. https://doi.org/10.1002/smj.337

Tonidandel, S., Braddy, P. W., & Fleenor, J. W. (2012). Relative importance of managerial skills for predicting effectiveness. Journal of Managerial Psychology, 27(6), 636-655. https://doi.org/10.1108/02683941211252464

Ullah, M. I. (2017). Individual, organizational, technological and industry factors' effects on innovation capability of dairy SMEs in Pakistan: knowledge sharing as mediated. Universiti Utara Malaysia.

Van Scheers, M. L. (2011). SMEs' marketing skills challenges in South Africa. African Journal of Business Management, 5(13), 5048-5056.

Wadho, W., & Chaudhry, A. (2018). Innovation and firm performance in developing countries: The case of Pakistani textile and apparel manufacturers. Research Policy, 47(7), 1283-1294. https://doi.org/10.1016/j.respol.2018.04.007

Walker, E., & Brown, A. (2004). What success factors are important to small business owners? International Small Business Journal, 22(6), 577-594. https://doi.org/10.1177/0266242604047411

Wani, V., Garg, T., & Sharma, S. (2003). The role of technical institutions in developing a techno-entrepreneurial workforce for sustainable development of SMEs in India. International Journal of Management and Enterprise Development, 1(1), 71-88. https://doi.org/10.1504/IJMED.2003.003510

Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171-180. https://doi.org/10.1002/smj.4250050207

Wijaya, E., & Irianto, D. (2018). Analysis Influence of Managerial Competence, Technical Competence, and Strategic Competence on Firm Performance in Electrical Engineering Company in Bandung. IOP Conference Series: Materials Science and Engineering, 319(1), 12-81. https://doi.org/10.1088/1757-899X/319/1/012081

Williams, S. L. (2002). Strategic planning and organizational values: links to alignment. Human Resource Development International, 5(2), 217-233. https://doi.org/10.1080/13678860110057638

Yahya, A. Z., Othman, M. S., & Shamsuri, A. L. S. (2012). The impact of training on small and medium enterprises (SMEs) performance. Journal of Professional Management, 2(1), 15-25.

Zafar, A., & Mustafa, S. (2017). SMEs and its Role in Economic and Socio-Economic Development of Pakistan. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(4), 195-205. https://doi.org/10.6007/IJARAFMS/v7-i4/3484

Zahra, S. A., & Covin, J. G. (1995). Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis. Journal of Business Venturing, 10(1), 43-58. https://doi.org/10.1016/0883-9026(94)00004-E

Israr Ahmad, School of Management, Universiti Sains Malaysia, 11800 Minden, Penang, Malaysia

Dr. Israr Ahmad is a dedicated academic and management professional, currently engaged as a Post-Doctoral Fellow at Universiti Sains Malaysia's School of Management. With a doctorate from Universiti Utara Malaysia, he has 6 years of combined experience in industry and academia. Dr. Ahmad has made significant contributions to the field with 20 research publications in renowned national and international journals, and actively participates in editorial capacities. His research interests innovation management, strategic management, and organizational development. Committed to using his expertise in education, research, and analytics, Dr. Ahmad aspires to elevate underprivileged communities through advanced management education, advocating for higher enrollment and curriculum modernization in higher education. His post-doctoral work continues to build on his vision of merging research with practical applications to benefit society sustainably.

Copyright (c) 2024 Israr Ahmad

This work is licensed under a Creative Commons Attribution 4.0 International License .

Copyright / Open Access Policy: This journal provides immediate free open access and is distributed under the terms and conditions of the Creative Commons Attribution License (CC BY) . This is an open-access journal, which means readers can access it freely. Readers may read, download, copy, distribute, print, search, or link to the full texts of the articles for any lawful purpose without seeking prior permission from the publisher or author. This is consistent with the Budapest Open Access Initiative's (BOAI) definition of open access.

Article Details

Most read articles by the same author(s)

• Israr Ahmad, Ramayah Thurasamy, Ahmad Adeel, Bushra Alam, Promotive Voice, Leader-member Exchange, and Creativity Endorsement: The Role of Supervisor-Attributed Motives , Journal of Intercultural Communication: Vol. 23 No. 3 (2023)
• Dini Turipanam Alamanda, Adel Ahmed, Dedy Achmad Kurniady, Agus Rahayu, Israr Ahmad, Nik Alif Amri Nik Hashim , Linking Gender To Creativity: Role of Risk Taking and Support For Creativity Towards Creative Potential of Employees , Journal of Intercultural Communication: Vol. 24 No. 1 (2024)

• school Campus Bookshelves
• menu_book Bookshelves
• perm_media Learning Objects
• login Login
• how_to_reg Request Instructor Account
• hub Instructor Commons
• Download Page (PDF)
• Download Full Book (PDF)
• Periodic Table
• Physics Constants
• Scientific Calculator
• Reference & Cite
• Tools expand_more
• Readability

selected template will load here

This action is not available.

3.1: Ethics Case Study

• Last updated
• Save as PDF
• Page ID 25127

• Jasmine Roberts
• The Ohio State University

The issue of ethics is important in the strategic communication profession. Creators of content should heavily rely on a code of ethics when carrying out various tasks. Using ethical reasoning, whether you’re designing a campaign or writing a newspaper article, demonstrates basic understanding of the influence of messages on audiences. Ethical communication also helps an organization avoid dilemmas and compromising situations.

Several cases covered in the press highlight the ramifications of failure to use ethical and honest standards in communication efforts. The case study below demonstrates this.

Case study: Ryan Holiday, media manipulation, and the rise of the Tucker Max brand

Media strategist Ryan Holiday made a career of controlling the media to achieve public relations goals. A few years ago, he became a PR specialist for Tucker Max, a controversial blogger and author who garnered attention for his lewd writing and explicit discussions of his sexual adventures with countless women. Holiday played an essential role in a campaign for Max’s book I Hope They Serve Beer in Hell. Pretending to be someone who hated Max’s writings, Holiday contacted influencers, bloggers, and television stations about the social controversy caused by the brand. Soon Max’s book received widespread attention from national media outlets and writers all over the blogosphere (Ariely & Melamede, 2015).

Filmmakers later created a movie based on the book. Holiday used some of the same tactics to promote the film. He emailed college organizations across the country, again pretending to be someone who was disgusted with the Tucker Max brand. He included photos of fake advertisements that were offensive to women (which Holiday himself had created), and said that the advertisements were used to promote the film (Ariely & Melamede, 2015). He told campus leaders, bloggers, and other influencers to urge people not to see the film.

Holiday was intentionally trying to create protests to generate media coverage and public awareness about the film and the Tucker Max brand in general (Ariely & Melamede, 2015). He used deceptive measures and some aspects of controversy—strong opinions on a topic, social backlash, and a hated public figure—as leverage. And he was very successful: organized groups across the country held protests against the film, furthering the widespread attention on Tucker Max. In this situation, the saying “any press is good press” worked to his advantage.

Cases such as this raise several concerns related to the field of strategic communication. Most important, the Tucker Max situation calls into question the ethics Holiday used to control the media. How far should one go to promote an organization or brand? The perception exists that strategic communication professionals, specifically those in public relations, are expert spin doctors and media manipulators; because of this, the profession’s credibility has been damaged. In order to reclaim the trustworthiness of the field, strategic communication professionals must abide by strong ethics in their decision-making processes.

The majority of strategic communication professionals promote their client or organization in an honest and straightforward manner. One case study that demonstrates this comes from a Columbus-based public relations agency, Geben Communication. In 2014, the agency helped promote a small catering business, Two Caterers. It used a targeted media relations strategy and pitched to several local publications and news stations (Geben Communication, 2016) in order to enhance brand awareness. The pitches contained factual information, and those working on the account did not use manipulative tactics to achieve their goal.

Geben Communication’s promotional effort had positive results. Local publications wrote several articles on Two Caterers, and a television station invited the small business to do a cooking demonstration for a morning segment. Furthermore, Two Caterers received accolades and recognition from small business associations and magazines.

Case Studies in Strategic Communication

An online, peer-reviewed, open access journal, welcome to case studies in strategic communication.

The journal is on hiatus and will migrate to a new platform and a new university soon. We will be accepting manuscript submissions at that time.

In the meantime, check out past volumes of the journal .