par Derinöz, Sabri
Référence Media Education Summit 2021 : Media Education, Diversity and Voice (31/3/21 - 1/4/21: University of Leeds)
Publication Non publié, 2021-04-01
Communication à un colloque
Résumé : European Public service media (PSM) are torn between different tensions such as the need to attract a large audience while having the mission to serve the population (Horsti & Hultén, 2011). In Belgium, the PSM is using “diversity” as a keyword of its current organizational change and its long-term vision. It develops a “diversity” policy not only because of obligations appearing in its management contract but also because it is pushed by the European Broadcasting Union (EBU). “Diversity” can be understood (and used) by PSM in various ways, from organization management to social cohesion, through marketing use (Ibid.) or innovation (Mayer et al., 2018). Using the perspective of the constitutive role of communication in organizations (CCO), in which communication is making the organization (Schoeneborn et al., 2018), communication around “diversity” is seen as one of the “sites” where the economic and social tensions are negotiated and therefore where the PSM is constituted. This study intends to understand the interplay between different discourses of “diversity” and how the organization defines itself through this concept. This paper focuses on the external communication, understood as the polyphony of voice towards the audience(s) in its polyphony of organizational voices “that contribute to the attribution of collective actorhood of the organizational phenomena” (Trittin & Schoeneborn, 2015). In order to catch and understand the variety of voices, a mixed methodology is used including discourse analysis through a variety of sources intended to external communication (press releases, managerial discourses, social network and media content related to the topic, etc.) as well as in-depth interviews with key staff members responsible of (any form of) external communication: PR, managers, HR, diversity manager, media content producers, etc. It will help to understand how the organization is “showing” itself. Results are expected to show that, while a communication strategy about “diversity” might be found (Maier & Ravazzani, 2019), such big organization (+1000 employees) have a polysemic use of “diversity” in its communication, making it complex for the audience(s).Further steps will imply a comparison with internal communication in order to understand how the organization is “seeing” itself, as well as all type of communication related to “diversity” and that are part of the making of the organization with the final target being the understanding the dynamics and the effects of diversity policies through a (public service) media organization. HORSTI K., HULTÉN G. (2011). « Directing diversity: Managing cultural diversity media policies in Finnish and Swedish public service broadcasting », International Journal of Cultural Studies, 14(2), 209-227MAIER, C. D., RAVAZZANI, S. (2019). « Bridging diversity management and CSR in online external communication”. Corporate Communications: An International Journal. MAYER, R. C., WARR, R. S. AND ZHAO, J. (2018), “Do Pro‐Diversity Policies Improve Corporate Innovation?”. Financial Management, 47: 617-650SCHOENEBORN D., KUHN T.R., KÄRREMAN D. (2018), « The Communicative Constitution of Organization, Organizing, and Organizationality », Organization Studies. TRITTIN, H., SCHOENEBORN, D., (2017) “Diversity as Polyphony: Reconceptualizing Diversity Management from a Communication-Centered Perspective”, Journal of Business Ethics, Volume 144, Issue 2, pp 305–322

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