{"@context":{"aiiso":"http:\/\/purl.org\/vocab\/aiiso\/schema#","arm":"https:\/\/ld4p.github.io\/arm\/core\/ontology\/0.1\/","bf":"http:\/\/id.loc.gov\/ontologies\/bibframe\/","bib":"https:\/\/bibliotek-o.org\/","bibo":"http:\/\/purl.org\/ontology\/bibo\/","cito":"http:\/\/purl.org\/spar\/cito\/","classSchemes":"http:\/\/id.loc.gov\/vocabulary\/classSchemes","dbo":"http:\/\/dbpedia.org\/ontology\/","dce":"http:\/\/purl.org\/dc\/elements\/1.1\/","dcmitype":"http:\/\/dublincore.org\/documents\/2000\/07\/11\/dcmi-type-vocabulary\/#","dcterms":"http:\/\/purl.org\/dc\/terms\/","ebucore":"http:\/\/www.ebu.ch\/metadata\/ontologies\/ebucore\/ebucore","edm":"http:\/\/www.europeana.eu\/schemas\/edm\/","foaf":"http:\/\/xmlns.com\/foaf\/spec\/#","frap":"http:\/\/purl.org\/cerif\/frapo","identifiers":"http:\/\/id.loc.gov\/vocabulary\/identifiers","ids":"http:\/\/id.loc.gov\/vocabulary\/identifiers\/","opaque":"http:\/\/opaquenamespace.org\/","pcdm":"http:\/\/pcdm.org\/models#","phaidra":"https:\/\/phaidra.org\/ontology\/","rdam":"http:\/\/rdaregistry.info\/Elements\/m\/","rdau":"http:\/\/rdaregistry.info\/Elements\/u\/","rdax":"http:\/\/rdaregistry.info\/Elements\/x\/","rdf":"http:\/\/www.w3.org\/1999\/02\/22-rdf-syntax-ns#","rdfs":"https:\/\/www.w3.org\/TR\/rdf-schema\/","relators":"http:\/\/id.loc.gov\/vocabulary\/relators","role":{"@context":{"aut":{"@container":"@list","@id":"http:\/\/id.loc.gov\/vocabulary\/relators\/aut"},"dgs":{"@container":"@list","@id":"http:\/\/id.loc.gov\/vocabulary\/relators\/dgs"}}},"schema":"http:\/\/schema.org\/","skos":"http:\/\/www.w3.org\/2004\/02\/skos\/core#","skosxl":"http:\/\/www.w3.org\/2008\/05\/skos-xl"},"@id":"https:\/\/phaidra.ustp.at\/o:5765","bf:note":[{"@type":"bf:Note","skos:prefLabel":[{"@language":"deu","@value":"Fachhochschule St. Pölten, Masterarbeit 2023, Studiengang Wirtschaft- und Finanzkommunikation"}]},{"@type":"bf:Note","skos:prefLabel":[{"@language":"deu","@value":"Das Kommunikationsmanagement, als wesentlicher Teil eines Unternehmens zur\nErreichung von ökonomischem Erfolg, steht durch die voranschreitende\nDigitalisierung unter einem Ausrichtungsdruck sämtlicher Prozesse, Strukturen\nsowie des Leistungsspektrums (Kirf et al., 2020, S. 5). Dabei gilt es in der Praxis ein\n\"synergetisches Zusammenwirken aller Kommunikationsfunktionen\" (Kirf et al.,\n2020, S. 28) zu erreichen. In börsennotierten Unternehmen stellen häufig die beiden\nBereiche Corporate Communications als auch Investor Relations zentrale\nAbteilungen des Kommunikationsmanagements dar; auch wenn diese durch eine\nenge Zusammenarbeit sowohl miteinander als auch mit weiteren Abteilungen\ninnerhalb der jeweiligen Unternehmen prägt, so ergeben sich doch\nUnterscheidungen in Bezug auf Aufgaben, Ziele, Instrumente, Zielgruppen und der\nSprache (Nix, 2009, S. 334) und ein komparativer Blickwinkel erscheint\nlohnenswert. Die vorliegende Arbeit wendet einen Mixed Methods Ansatz (Angerer\net al., 2006, S. 122) mithilfe qualitativer als auch quantitativer Erhebungen an. Dabei\nwurden zunächst qualitative, explorative teilstandardisierte Leitfadeninterviews mit\nExpert*innen durchgeführt, welche anschließend als Basis zur Hypothesenbildung\nherangezogen wurden. Darauf folgte eine Quantifizierung mithilfe eines OnlineFragebogens durch Beantwortung von Corporate Communications als auch\nInvestor Relations Manager*innen von österreichischen börsennotierten\nUnternehmen. Dabei konnten Unterschiede in der organisatorischen Verankerung\nder beiden Bereiche des Kommunikationsmanagements festgestellt werden. Es\nzeigte sich, dass der Digitalisierungsgrad in beiden Bereichen bereits als hoch\nangesehen werden kann und die Arbeit im Kommunikationsmanagement\ngrundsätzlich durch einen hohen Grad an Flexibilität gekennzeichnet ist. Beim\nEinsatz konkreter digitaler Tools unterscheiden sich Corporate Communications\nund Investor Relations Abteilungen. Prozessuale Entwicklungen wie Agiles Arbeiten\noder hierarchische Änderungen sind bereits Thema und dürften durch die\nzunehmende Digitalisierung weiter an Bedeutung gewinnen."}]},{"@type":"bf:Note","skos:prefLabel":[{"@language":"eng","@value":"As an essential part of a company's efforts to achieve economic success,\ncommunications management is under pressure to align processes, structures, and\nfunctions as a result of advancing digitalization (Kirf et al., 2020, S. 5). In practice,\nthe aim is to achieve a \"synergetic interaction of all communication functions\" (Kirf\net al., 2020, p. 28). In listed companies, both Corporate Communications and\nInvestor Relations often represent central departments of communications\nmanagement; even though these are characterized by close cooperation with each\nother as well as with other departments within the respective companies, distinctions\narise in terms of tasks, goals, instruments, target groups, and language (Nix, 2009,\nS. 334), and a comparative perspective seems worthwhile. This thesis applies a\nmixed methods approach (Angerer et al., 2006, S. 122) using both qualitative and\nquantitative surveys. First, qualitative, explorative, partially standardized guided\ninterviews were conducted with experts, which were then used as a basis for\nhypothesis generation. This was followed by a quantification with the help of an\nonline questionnaire, which was answered by Corporate Communications and\nInvestor Relations managers of Austrian listed companies. The results revealed\ndifferences in the organizational anchoring of the two areas of communications\nmanagement. It was found that the degree of digitalization in both areas can already\nbe considered high and that the work in communications management is basically\ncharacterized by a high degree of flexibility. Corporate Communications and\nInvestor Relations departments differ in their use of concrete digital tools. Processrelated developments such as agile working or hierarchical changes are already an\nissue and are likely to gain further importance as a result of increasing digitalization."}]}],"dce:subject":[{"@type":"skos:Concept","skos:prefLabel":[{"@language":"deu","@value":"Digitalisierung"}]},{"@type":"skos:Concept","skos:prefLabel":[{"@language":"deu","@value":"Corporate Communication"}]}],"dce:title":[{"@type":"bf:Title","bf:mainTitle":[{"@language":"deu","@value":"(R)Evolution der Corporate Communications & Investor Relations?"}],"bf:subtitle":[{"@language":"deu","@value":"Die Auswirkungen der Digitalisierung auf das Kommunikationsmanagement und dessen organisatorische Verankerung in österreichischen börsennotierten Unternehmen"}]}],"dcterms:language":["deu"],"dcterms:type":[{"@type":"skos:Concept","skos:exactMatch":["https:\/\/pid.phaidra.org\/vocabulary\/69ZZ-2KGX"],"skos:prefLabel":[{"@language":"eng","@value":"Text"},{"@language":"deu","@value":"Text"}]}],"ebucore:filename":["AC17179792.pdf"],"ebucore:hasMimeType":["application\/pdf"],"edm:hasType":[{"@type":"skos:Concept","skos:exactMatch":["https:\/\/pid.phaidra.org\/vocabulary\/PYRE-RAWJ"],"skos:prefLabel":[{"@language":"eng","@value":"other"},{"@language":"deu","@value":"sonstige"}]}],"edm:rights":["http:\/\/rightsstatements.org\/vocab\/InC\/1.0\/"],"opaque:cco_accessionNumber":["AC17179792"],"role:aut":[{"@type":"schema:Person","schema:familyName":[{"@value":"Marchler"}],"schema:givenName":[{"@value":"Laura"}]}],"role:dgs":[{"@type":"schema:Person","schema:familyName":[{"@value":"Greutter"}],"schema:givenName":[{"@value":"Ute"}]},{"@type":"schema:Person","schema:familyName":[{"@value":"Kovarova-Simecek"}],"schema:givenName":[{"@value":"Monika"}]}]}