Transmedia Storytelling as a Corporate Communication Strategy and Its Effect on Corporate Culture

Transmedia Storytelling as a Corporate Communication Strategy and Its Effect on Corporate Culture

Zuhal Akbayır (Marmara University, Turkey)
DOI: 10.4018/978-1-5225-5357-1.ch020
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In this study, transmedia storytelling is considered as a corporate communication instrument. The aim of the study is to question the impact of the use of transmedia storytelling in corporate communication on the corporate culture. The study, which uses literature analysis and case studies, emphasizes that concepts such as participation, collaboration, symmetrical communication, and dialogue play an important role in the formation of strong corporate cultures through transmedia storytelling in the new corporate communication scene created by new communication environments.
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Corporate Communication And Its Changing Framework

According to Jackson (1987), corporate communication is “a total communication activity generated by a company to achieve its planned objectives. According to Cornellisen and Cornellisen (2017, p.5) corporate communication is “a management function that offers a framework for the effective coordination of all internal and external communication with the overall purpose of establishing and maintaining favorable reputations with stakeholders groups upon which the organization is dependent”. Van Riel and Fombrun define corporate communication “as a set of activities involved in managing and orchestrating all internal and external communications aimed at creating favourable starting points with stakeholders an which the company depends” (2007, p. 25). Corporate communication refers to a management approach which takes its origins from the discipline of the people, but requires the integration of the communication and public relations efforts into the management strategies of the institution (Özgen and Akbayır, 2017, p. 481). Starting from these definitions, we can say that corporate communication is a management function for internal and external target groups, orchestrating public relations and communication efforts in order to achieve corporate objectives. According to Pelsmecker et al. (2001), corporate communication is influenced by corporate culture and corporate personality and corporate identity elements formed by corporate strategy. Corporate identity, corporate behavior, visual identity, and corporate communication items become visible and affect the formation of image and reputation. In other words, it is a concept related to the identity that we can express as the form of self-definition of corporate. Institutions also have personalities like individuals. In this context, corporate personality is affected both by strategic priorities and by corporate culture (Peltekoğlu, 2016, pp. 541-542). Therefore, we need to consider corporate communication in a holistic way. Corporate identity, corporate personality, corporate culture and corporate behavioral elements are important components that both form corporate communication and are influenced by the corporate communication activities of an organization.

Key Terms in this Chapter

Participation: An institution's internal and external target groups take an active role in the institutional decision-making process.

Interactivity: A communication process that allows the user to participate/intervene.

Collaboration: In the direction of common goals and interests, co-operation of a job.

Dialogic Communication: A communication activity which every participant has a chance to express themselves.

Corporate Story: An organization’s shared story which include success stories, history, customer experience, etc.

Public Relations: Strategic communication management which is carried out mainly in line with corporate objectives.

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