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 Global Stakeholder Relationships Governance

DOI: 10.1057/ 9781137396822

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 Global Stakeholder
Relationships
Governance: An
Infrastructure
Toni Muzi Falconi
Senior Counsel, Methodos spa

with

James E. Grunig
University of Maryland, USA

Emilio Galli Zugaro

Head of Group Communications, Allianz

Joao Duarte
Head of Central-Eastern Europe Communication, Enel

DOI: 10.1057/ 9781137396822

global stakeholder relationships governance
Copyright © Toni Muzi Falconi, James E. Grunig, Emilio Galli Zugaro,
and Joao Duarte, 2014
Foreword © Toni Muzi Falconi, 2014
Softcover reprint of the hardcover 1st edition 2014 978-1-137-39680-8

All rights reserved.

First published in 2014 by
PALGRAVE MACMILLAN®
in the United States—a division of St. Martin’s Press LLC,
175 Fifth Avenue, New York, NY 10010.
Where this book is distributed in the UK, Europe and the rest of the world,
this is by Palgrave Macmillan, a division of Macmillan Publishers Limited,
registered in England, company number 785998, of Houndmills, Basingstoke,
Hampshire RG21 6XS.
Palgrave Macmillan is the global academic imprint of the above companies
and has companies and representatives throughout the world.
Palgrave® and Macmillan® are registered trademarks in the United States,
the United Kingdom, Europe and other countries.

ISBN: 978–1–137–39682–2 PDF

ISBN: 978-1-349-48471-3

Library of Congress Cataloging-in-Publication Data is available from the

Library of Congress.
A catalogue record of the book is available from the British Library.
First edition: 2014
www.palgrave.com/pivot
doi: 10.1057/9781137396822
 Contents
List of Illustrations vi
Foreword vii
Toni Muzi Falconi

1 Global Stakeholder Relationships

Governance: An Infrastructure 1
Toni Muzi Falconi
2 Replacing Images, Reputations, and
Other Figments of the Mind with
Substantive Relationships 56
James E. Grunig
3 From the Field: Six Steps toward
Stakeholder Relationships Listening 83
Emilio Galli Zugaro
4 Challenges and Tools for Mapping and
Managing an Organization’s Relationships
Networks 104
Joao Duarte

Appendix: Best Practices in Global Stakeholder

Relationships Governance
The Global Alliance for Public Relations and
Communication Management 128
Index 150

DOI: 10.1057/9781137396822 v
 List of Illustrations
Figures
1.1 An infrastructure for global stakeholder
relationships governance 8
1.2 Generic principles 10
1.3 Specific applications 11
1.4 Porosity and discontinuity in the profession:
why stakeholder relationships today are
either global or not 18
1.5 Outlook on the shift towards a global
stakeholder relationships approach 20
1.6 The organization’s stakeholders 26
1.7 Revisiting the gorel (governance of
relationships) scrapbook approach 33
1.8 Many diverse ways to listen effectively (1) 35
1.9 Many diverse ways to listen effectively (2) 36
1.10 The relationships-building process 36
2.1 Model of strategic management of
public relations 76
3.1 Allianz operating model 96
4.1 Centralized, decentralized and
distributed networks 107
4.2 Communicative equation visualization 124

Tables
1.1 The organization’s stakeholders 27
4.1 Relationship strategies 114

vi DOI: 10.1057/9781137396822
 Foreword
Dear Reader,
Before you peruse this book I wish to introduce myself and
the reasons that have led me to write it, as well as to ask
three cherished friends and colleagues to support my aim
with the depth of their diverse knowledge and practice .
I have been operating as practitioner, manager, consult-
ant, entrepreneur, teacher and scholar of public relations
for 52 years and have never regretted any one particular
day, although there are many I would have preferred
to have been different . . . Honi soit qui mal y pense. The
interpretation of this phrase, of course, is situational – as is
this book. Take both as you wish, yet always with a critical
mindset.
In some, possibly obscure, way I would hope this book
may be of assistance to both the young and seasoned pro-
fessional, scholar and student alike, and also to the social
critic and observer of what is possibly one of the least
understood professional activities: when it is overhyped
by many of its operators, as well as when it is blasted by
many of its critics, both having no really serious idea of
the powerful impact, for the bad and for the good, it really
has for the organization and for the public interest.
My aim is to present convincing (from the Latin vincere
cum) arguments and to develop a relationship with the
many (CEOs, managers, consultants, educators, students,
social critics and observers) who, for often very good
reasons, are not particularly stimulated by the idea of
reviewing their “business as usual” opinions, practices
and general approaches concerning relationships with

DOI: 10.1057/9781137396822 vii

viii Foreword

stakeholders – and who do not think that in developing aware and

effective policies and platforms to involve them, as well as to selectively
engage them, can significantly improve the quality of organizational
decisions and accelerate the process of their achievement, as I believe
this to be the most daunting dilemma of today’s organizations, be they
private, public or social.
To support this ambitious objective I have “recruited” three stellar
advocates: James Grunig, the world’s most respected and reputed scholar
in our field, who brilliantly articulates the substantial differences between
two different conceptual and organizational approaches to the role and
function of stakeholder relationships; Emilio Galli Zugaro, undoubtedly
positioned in the highest rankings of the top professionals in the field of
public relations in the world today, head of group communications of
Allianz, one of the largest global insurance and financial services groups,
and particularly knowledgeable in the practical implementation of our
field’s least-studied yet most important organizational skill and compe-
tency, that is, listening; and Joao Duarte, a young and brilliant interpreter
of twenty-first-century thinking, senior manager in the stakeholder rela-
tionship function of Enel, one of Europe’s major power companies, and
also versed in experiencing and applying the identification, mapping and
interactive monitoring of global stakeholder relationship systems.
So, we have here three generations on board: two elder citizens of the
world (Jim and I), a middle-aged Italian working from Germany and a
young Portuguese working from Italy.
The book also includes an appendix summarizing the recent ‘They
Have Seen The Future’ paper by the Global Alliance for Public Relations
and Communication Management: A Benchmark of Five Best-practice
Cases.
All this to prove my principal argument: not only it is possible for
organizations to measurably improve their license to operate by respon-
sibly governing global stakeholder relationships but, by doing so, they
improve both themselves and society.
Toni Muzi Falconi

DOI: 10.1057/9781137396822
 1
Global Stakeholder
Relationships Governance:
An Infrastructure
Toni Muzi Falconi

Abstract: Muzi Falconi articulates why and how

managements of private, social and public-sector
organizations may improve the quality of their decision-
making process and accelerate the implementation of those
decisions by developing a soft/hard infrastructure to govern
stakeholder relationships. He argues that today these are
by definition global, regardless of the size and location, and
that a listening culture is necessary to involve and engage
stakeholders by implementing a continued, integrated,
multi-channel and multi-stakeholder reporting activity.
The chapter explains the two dominant approaches: the
symbolic interpretive management communicating-to, and
the stakeholder relationships with governance approaches;
the alignment of internal-/external-communication in an
updated generic principles and specific applications policy,
in parallel with an 11-step relationships governance process
defined as gorel (governance of relationships).

Muzi Falconi, Toni. ed. Global Stakeholder Relationships

Governance: An Infrastructure. New York: Palgrave
Macmillan, 2014. doi: 10.1057/9781137396822.

DOI: 10.1057/9781137396822 
 Global Stakeholder Relationships Governance: An Infrastructure

Introduction
Is there an inherent contradiction in conceptualizing a generic and sys-
temic, yet situational,1 approach to the practice of global stakeholder rela-
tionships governance2 (intended here as the planned and aware activity
by an organization to create, maintain and develop effective relationships
with its diverse stakeholders in different territories in order to improve
the quality of its decisions and accelerate their implementation3)?
This text attempts a somewhat rational response to that question by:
 Evoking some of the more relevant constitutive elements of the
two prevailing approaches to the field (the symbolic-interpretive
management approach and the strategic-behavioral governance
approach).4
 Advancing the notion of a stakeholder relationships
“infrastructure” as being a conceptual and material system
integrating the paradigm of generic principles and specific
applications, with the paradigm of global stakeholder relationships
governance (gorel) – as the two principal “soft” components of that
infrastructure.
 Analyzing the dynamics and increasing relevance of more recent
organizational activities, such as:
 developing the organization’s listening culture;
 aligning internal and external communication;
 incorporating integrated reporting as a “hard” component of that
infrastructure, alongside the more traditional “hard” practices,
such as public affairs, investor relations, community relations,
government relations and others.
The text illustrates the current status of my analysis but also summarizes,
adapts, interprets and is inspired by the content of selected recent online
conversations posted by reputed scholars and professionals in the www.
prconversations.com5 blog.
I selected this approach also to advance the idea that active and
accessible online collaboration amongst and between scholars and pro-
fessionals can strongly accelerate the development of the existing body
of knowledge. It goes without saying that I have extracted from those
conversations the discourses I deemed more relevant to my thinking
and, therefore, I take full responsibility for potential misunderstandings
or unintentionally biased selections, for which I apologize in advance.

DOI: 10.1057/9781137396822
 Global Stakeholder Relationships Governance: An Infrastructure 

The global context of deceleration6

The value of trade (goods and services) as a percentage of world GDP
increased from 42.1 percent in 1980 to 62.1 percent in 2007, foreign direct
investment increased from 6.5 percent of world GDP in 1980 to 31.8 percent
in 2006; minutes spent on cross-border telephone calls, on a per-capita
basis, increased from 7.3 in 1991 to 28.8 in 2006; and the number of foreign
workers increased from 78 million (2.4 percent of the world population) in
1965 to 191 million (3.0 percent of the world population) in 2005.
Today however (2013) the world is significantly less globally connected
than it was in 2007. Distance and borders still matter and most interna-
tional flows take place within rather than between regions – even online
connections are mainly domestic and decline with distance, while capital
markets are fragmenting and services trade has been stagnant since 2009.
Moreover, during this current period of deceleration, amongst busi-
ness leaders there remain serious misperceptions that are likely to con-
tribute to misguiding their thoughts and, as a result, the quality of their
decision-making processes:
 Of all the telephone-call minutes in 2012, only 2 percent were
cross-border calls. By also adding online calls, the percentage rises
to 6 or 7 percent. Yet, when 400 readers of Harvard Business Review
(HBR) were asked to guess the cross-border percentage in 2011,
they estimated a much higher 30 percent;
 We also tend to assume significant movement between countries,
given that immigration is so widely discussed, yet first-generation
immigrants make up just 3 percent of the world’s population. HBR
readers estimated this to be over 20 percent.
 Less than 10 percent of all new investments in 2010 were direct
foreign investments, but HBR readers overestimated it to be more
than 30 percent.
Some other interesting data indicating generalized misperceptions tell
us that:
 In France, where tensions are high over immigration, people
believe that immigrants make up 24 percent of the population. The
real figure is actually 8 percent.
 Americans believe that 25 percent of the federal budget is devoted
to foreign aid and say that 10 percent would be “appropriate”. Yet,
just 1 percent of the U.S. federal budget goes to foreign aid.

DOI: 10.1057/9781137396822
 Global Stakeholder Relationships Governance: An Infrastructure

 People estimate their countries give large amounts of aid to the

poor in other nations. A survey by the World Bank finds that the
ratio of aid given per domestic poor person compared to aid given
per foreign poor person, is 30,000 to 1.
 People estimate that international shipping and air transport
account for 20 percent of all energy-related CO2 emissions. Yet it
accounts for 2–3 percent.
If the world is not as fast or as “flat” as we believe and/or say it is, this
can be attributed, at least in part, to the increasing and more or less con-
scious but widespread activities of that global legion of public relations
and communication professionals7 who, from different interests and
perspectives and with diverse profiles, direct or consult organizational
narratives.
In 2008, the University of Cardiff8 demonstrated that some 82 percent
of the contents of the upper levels of U.K. mainstream media were, in
fact, created and developed by organizational communicators, to the
point that these results have led to the creation of the term “churnalism”
as a new descriptor of contemporary journalism.
What is more, most organizations have also become publishers in their
own right and reach out directly 24/7 to their many stakeholders with
information on and interpretation of trends, issues and other develop-
ments concerning business, politics and society.
I advance the hypothesis that two of the principal driving factors of
this structurally misleading, always-on global 24/7/365 syndrome, can
be traced to fear (speed has, today, become mainly qualitative, and no
organization wishes to be left behind) and expectations (we have con-
vinced ourselves of our own hype around the “holy” sacrosanct effects of
the presumed absence of distance and time).
As professionals in the areas of stakeholder relationships, public rela-
tions and communication, we are called to at least acknowledge that we
greatly contribute to the advocacy, affirmation and legitimization of this
always-on 24/7/365 syndrome.
Therefore, rather than insisting on trying to dismantle the widely
consolidated perception that ethics and public relations are an oxy-
moron – most professional associations today only act as if they are
concerned (pay lip service) – we, professionals and educators alike,
should much more seriously ingrain in our day-to-day activities, as
the “Melbourne Mandate”9 rationalized only a few months ago, the
various nuances of the fundamental concept of responsibility: to

DOI: 10.1057/9781137396822
 Global Stakeholder Relationships Governance: An Infrastructure 

oneself, to one’s profession, to one’s employer or client, and to society

at large.

The two prevailing global approaches

Consciously or not, each organization adopts a situational (specific)

approach to global stakeholder relationships governance – an approach
influenced by:
 The consolidated practices of the sector in which it operates;
 Its own corporate culture and values (organizational epigenetics);10
 Its approach vis-a-vis the specific role of the stakeholder
relationships function, both in management and operations.
For example: if the organization expands organically, it will probably privi-
lege its own culture rather than the local cultures where it plans to expand.
If, instead, it expands by mergers and acquisitions, it will probably give
pre-eminence to a preferably before-the-merger cultural due diligence11 to
ensure that the integration process is sound, and it will also develop specific
cultures that better integrate with those of the territories where it operates.
In the practice of stakeholder relationships, the dominant approach today
is the “symbolic-interpretive management approach”. James Grunig writes:
The idea is that the role of public relations is crafting messages to influ-
ence the interpretation that stakeholder publics hold in their minds about
organizations, their actions and behaviors. The public relations professional
contributes to manage the meaning attached to the public’s interpretation
of that behavior and this includes popular concepts such as image, identity,
impressions, reputation, and brand.

In this approach, much of the operational emphasis is on publicity, media

relations, and media effects and interprets public relations mostly in
terms of unilateral messages and campaigns. In day-to-day professional
practice the other, but less frequently adopted, paradigm – strategic-
behavioral stakeholder governance – mostly dominates in classrooms
and books such as this one, but is however increasing in legitimacy and
adoption in the more aware and attentive organizations.
In this approach, the role of the stakeholder relationships professional
is to:
 Listen-to and monitor whether, when, how and what stakeholders
expect from the organization;

DOI: 10.1057/9781137396822
 Global Stakeholder Relationships Governance: An Infrastructure

 Interpret those expectations with management by participating in

the decision-making process as well as in the implementation of
those decisions;
 Involve stakeholders in a thorough process of continued integrated
multi-channel and multi-stakeholder reporting, facilitating and
incentivizing their access and active feedback;
 Ensure that each relevant management function is enabled with,
and supported by, coherent communicative competencies and
resources to create, develop and consolidate relationship systems
with its own priority stakeholders;
 Adopt and adapt an aware and programmed relationship policy of
generic principles and specific applications.

The four roles

According to the consolidated body of knowledge,12 there are four

different roles for professionals: two of them are termed as strategic
(reflexive and educative), the third as managerial and the fourth as
operational.
The reflexive role implies that the professional:
 listen to and monitor specific stakeholders and the general societal
expectations of the organization;
 interpret these expectations with management and participate
in the organization’s decision-making process as well as in the
operational implementation of those decisions.
The educative role implies, instead, that the professional ensure that
each management function is coherently enabled with, and supported
by, adequate communicative competencies, resources and skills so that it
may coherently create and develop direct constructive relationships with
each priority stakeholder group.
The managerial role implies that the professional involve stakeholders
by coordinating and implementing a policy/process/mandate of con-
tinued, integrated multi-channel and multi-stakeholder reporting, thus
proactively facilitating the stakeholders’ access and active feedback. The
professional eventually engages a selection of them in actively helping to
define and to implement specific aspects of the organization’s decision
making process.

DOI: 10.1057/9781137396822
 Global Stakeholder Relationships Governance: An Infrastructure 

Finally, the operational role implies that the professional contributes

to the communicative implementation of the programs decided on by
management.
If one considers the 2011 Page Society “Building Beliefs” document13
where it elaborates on the “looks like/sounds like, thinks like/performs
like” descriptions of corporate character, one may gather that the
first two (looks like/sounds like) belong to the symbolic-interpretive
approach, while the second two (thinks like/performs like) to the
strategic-behavioral approach. Further, while the former legitimizes a
“reputational view” of stakeholder relationships, the latter reinforces a
“strategic stakeholder relationship governance” approach.
More importantly, a recent14 Page Society summary of 20 interviews
with as many CEO’s dwelling on how they view the dynamics of the role
of the chief communication officer in the past six years, underlines at
least two significant changes:
 The increasing role of the CCO in partnering with all other
management functions (thus confirming the relevance of the 2002
Bled Manifesto’s description of the educative role);
 The move of the organization from a prevalently defensive,
buffering role in protecting its own reputation from the
environment (symbolic-interpretive approach), to a more distinctly
proactive role of active stakeholder engagement (strategic
behavioral stakeholder relationships governance approach).
This accelerating process of hybridization of the two approaches implies
that:
 When integrating the reflexive and educative roles into a
prevalently communicative-to approach, the organization can
nevertheless ensure superior quality to its decisions and thus
accelerate their time of implementation.
 When blending the continual integrated, multi-channel and multi-
stakeholder reporting policy into the communicating-to approach,
the organization can achieve a smoother alignment of corporate
and marketing communication, as well as aspire to establish a full
stakeholder dialogue that strongly reinforces the organization’s
sustainability.
On the other hand, when integrating the strategic stakeholder gov-
ernance approach with communicating-to and/or direct advertising

DOI: 10.1057/9781137396822
 Global Stakeholder Relationships Governance: An Infrastructure

programs attracting the attention of potential stakeholders, issue influ-

encers and opinion leaders, the organization is more likely to convince
(from the Latin, vincere cum) at least some of these to move to an active
stakeholder profile. This, in turn, will greatly benefit active participation
in the context of a stakeholder involvement and engagement policy.15

The infrastructure

According to Wikipedia:
An infrastructure is the set of interconnected structural elements that
provide a framework supporting an entire structure of development. . . . Soft
infrastructure includes both physical assets . . . as well as non-physical
assets such as the body of rules and regulations governing the various sys-
tems . . . as well as the systems and organizations by which highly skilled and
specialized professionals are trained, advance in their careers by acquiring
experience, and are disciplined if required by professional associations
(professional training, accreditation and discipline).

Community relations Listening culture

Public affairs
Alignment int/ext communication
Supplier relations
symbolic interpretive management
Stakeholder governance approach

Media relations Integrated reporting

Financial relations ....

....

Hard Hard

GOREL
Global stakeholder Generic principles and
relationship governance specific applications

Soft Soft
Melbourne mandate

Stockholm accords

Figure 1.1 An infrastructure for global stakeholder relationships governance

DOI: 10.1057/9781137396822
 Global Stakeholder Relationships Governance: An Infrastructure 

I advance the idea that the two concepts of (a) generic principles and spe-
cific applications, and (b) global stakeholder relationships governance form a
substantial part of the potential founding elements of the soft elements of
an infrastructural worldview of global organizational stakeholder relationships
governance. At the same time, the creation of an organizational listening cul-
ture, the alignment between internal and external communication and the
adoption of an integrated reporting process – the three specific and emerg-
ing specialties discussed here – form, coherently with the spirit and the letter
of the Stockholm Accords16 and the Melbourne Mandate, the hard elements
of that infrastructure, in parallel with other more traditional specialties such
as public affairs, investor, community, media, and other relationships.

Soft infrastructure (a): generic principles and

specific applications
Management decisions to achieve the organization’s objectives induce
consequences for stakeholders. The behaviors of the latter, in turn,
induce consequences on those management decisions. Stakeholder
behavior thus creates issues the organization will need to deal with,
also by cultivating stakeholder relationships. The outcomes then induce
consequences with regard to the achievement of those objectives as well
as to organizational reputation.
It is impossible for an organization to apply whatever generic prin-
ciples (the molecular characteristics which define “excellent” stakeholder
relationships), if not in the operational context of specific applications
(a specific combination of circumstances in a given territory and at a given
moment). While, conversely, specific applications cannot be effective
unless embedded in generic principles.
Based on the increasingly interrelated dynamics of stakeholder rela-
tionships and the ever-changing environment in which these relation-
ships operate, I suggest six priority generic principles and seven specific
applications that need to be considered in understanding the operative
implications of day-to-day practice at a global level.
Here are the “generic principles”:
 No generic principle is effective if not fully embedded with and in
the specific applications.
 The value of stakeholder relationships can be defined by analyzing
the dynamic quality of those relationships and by the improvement

DOI: 10.1057/9781137396822
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