Business Developer | Nicolai Errebo Birch 💻
Business Developer | Nicolai Errebo Birch 💻
Overview of message, channel, and measurement basics, with concise structures, examples, and references.
“Online communication must be explained in terms of its dynamic fluidity; a theory capable of understanding the communicative process as a process is necessary. Such a theory, we believe, may explain online communication as a form of communication characterized by the ability to invite collaboration and the willingness to engage in collaboration” (Guldbrandsen & Just 2011, p. 1104).
Demands
transparency
Enhances
reach & engagement
Facilitates
employee growth
Relating this to digital transformation, Vial (2019) highlights disruption from changes in customer expectations, competitive dynamics, and data accessibility. These pressures lead organisations to refine strategies and to participate in platforms and ecosystems where communication and coordination enable value creation. Integrative capabilities become relevant here, since connecting people, processes, data, and partners is often necessary to navigate complex value networks (Vial, 2019).
This page gives a brief overview of digital communication in a transformation context. It outlines key theory (from transmission to interaction and the constitutive perspective), a simple lens for practice, and a few curated examples. It also includes a short FAQ based on questions I had and a reference list.
Overview of digital business development: definitions, scope, a practical method, brief examples from startups, FAQ, and sources.
Overview of digital transformation and why it matters, with theory notes (framework, building blocks), indicators, and example links.
Digital communication in a transformation context: interaction models, stakeholder dynamics, plus theory, method notes, and an FAQ.
Much of the communication literature describes a shift from transmission-style messaging to more interactive forms of digital communication. This helps situate digital communication within digital transformation and explains why participation, context, and collaboration matter (Heath & Bryant, 2000; Plesner & Husted, 2020). In the transmission view, communication is the act of sending a message from a sender to a receiver through a channel, with possible noise. Devito (1986, cited in Heath & Bryant 2000) defines it as:
“The process or act of transmitting a message from a sender to a receiver, through a channel and with the inference of noise; the actual message or messages sent and received; the study of the processes involved in the sending and receiving of message (1986, cited in Heath & Bryant 2000, p. 46).”
This model is often criticised for treating the receiver as largely passive and for paying limited attention to context and meaning-making (Heath & Bryant, 2000). Interactive models take a different stance. They see communication as a circular process in which participants co-create meaning within social and cultural contexts (Heath & Bryant, 2000; Plesner & Husted, 2020). This aligns with the constitutive perspective, which holds that communication is not secondary to psychology, sociology, or economics, but the primary social process that helps explain them:
“Communication is no secondary phenomenon that can be explained by antecedent psychological, sociological, cultural, or economic factors; rather, communication itself is the primary constitutive social process that explains all of these factors (Craig 1999, p. 126).”
Happy to share a pointer or compare notes.
Digital technologies have changed how communication works across society, industry, and organisations. Contemporary platforms promote interaction and participation, which makes message management more complex and shifts attention from distribution to dialogue. In this view, communication is an interactive process among stakeholders who relate as peers to a greater extent than before. Plesner and Husted (2020) note that organisations should account for this when mapping their digital communication infrastructure (Plesner & Husted, 2020). Guldbrandsen and Just (2011) add that it is useful to combine established communication practices with newer interactive ones rather than focusing only on interaction (Guldbrandsen & Just, 2011).
Stakeholder expectations tend to centre on meaning, dialogue, and engagement. As the distance between stakeholders and the organisation narrows, methods associated with participatory design become more relevant. Plesner and Husted (2020) outline both opportunities and challenges, depending on context. Many organisations still operate with strategies shaped by the transmission paradigm, where they seek to control messages; an interaction-oriented approach places conversation at the centre and requires adjustments to routines and roles (Plesner & Husted, 2020).
Stakeholders also differ in needs and contexts, which raises the complexity of digital communication. It becomes a matter of understanding behaviour, expectations, and use situations, and of shaping messages that are relevant and, at times, entertaining. Plesner and Husted (2020) argue that interaction often leads to action, which organisations should be prepared to support operationally (Plesner & Husted, 2020).
Prahalad and Ramaswamy (2004) describe related market shifts. Expectations around co-creation, user innovation, DIY, participatory culture, and prosumption put pressure on traditional product-centred thinking. The emphasis moves toward a more holistic experience across the customer journey and toward involvement in value creation, not only consumption. Meeting these expectations is a complex discipline that calls for time, skills, and familiarity with digital platforms (Prahalad & Ramaswamy, 2004).
The digital era has raised stakeholder expectations and shortened response times, so organisations need to decide not only how to engage, but also with whom and on which platforms. Much discussion focuses on organisation–stakeholder interaction, but the wider view includes collaboration inside and across organisations. Plesner and Husted (2020) distinguish between collaboration and co-creation: collaboration is coordinated work toward a shared goal, while co-creation invites deeper contributions that shape problems and solutions beyond professional boundaries. Understanding the difference matters because both can create value and both influence roles, workflows, and governance (Plesner & Husted, 2020).
The model summarises a simple journey from initial stakeholder engagement to ongoing improvement: Strategy Development, Execution, Optimisation, and Improvement. Strategy Development identifies the relevant groups, the form of participation, and the platforms for interaction. Execution sets up channels, roles, and basic governance so contributions can be seen and acted on. Optimisation reviews outcomes and adjusts formats, participation mechanics, and handoffs. Improvement folds learning back into strategy and operations as expectations and contexts shift. Taken together, the steps highlight why a clear approach to collaboration and co-creation helps build more meaningful relationships and achieve organisational goals (Plesner & Husted, 2020).
Slack revolutionizes team communication, making collaboration seamless and efficient, essential for the agile digital business environment.
Canva democratizes design, enabling businesses of all sizes to create professional-quality digital content quickly and easily.
Shopify empowers entrepreneurs to launch and manage their online stores, simplifying e-commerce for digital businesses worldwide.
Zendesk simplifies customer support, promoting clear communication and strong relationships. It supports ethical standards and collaborative innovation in digital service.
Asana streamlines project management, helping digital teams organize, track, and manage their work efficiently in one place.
Notes & references
A short FAQ collecting common questions and definitions, plus links for deeper reading. It’s a quick reference, not a full guide.
Digital communication encompasses the exchange of information through digital channels and media such as social media, email, blogs, and online collaboration tools. It plays a pivotal role in today’s connections between individuals, businesses, and their audiences.
Digital communication allows businesses to reach a global audience, interact instantly, and make data-driven decisions. It enhances customer engagement, brand identity, and opens up new marketing opportunities.
To enhance your digital communication strategy, consider following experts like Sheryl Sandberg, Neil Patel, and Bozoma Saint John for insights and inspiration. Also, implement a clear plan that includes regular evaluation and optimization based on analytics and feedback.
Balancing different channels requires understanding your target audience’s preferences and behaviors. Use tools like HubSpot for an integrated approach to managing and analyzing your efforts across channels, and optimize based on performance.
The success of digital communication can be measured through KPIs such as engagement, conversion rates, and ROI. Tools like Google Analytics and platform-specific analytics provide insights into how your audience interacts with your content, helping to guide future strategies.
Craig, R. T. (1999). Communication theory as a field. Communication Theory, 9(2), 119-161. https://doi.org/10.1111/j.1468-2885.1999.tb00166.x
Famularo, J. (2023). ‘Corporate social responsibility communication in the ICT sector: digital issues, greenwashing, and materiality’. International Journal of Corporate Social Responsibility, 8(8). Received from https://doi.org/10.1186/s40991-023-00082-8
Gode, H. E., Johansen, W., & Thomsen, C. (2020). Employee engagement in generating ideas on internal social media: A matter of meaningfulness, safety, and availability. Corporate Communications: An International Journal, 25(2), 263-280. https://doi.org/10.1108/CCIJ-03-2019-0024
Gulbrandsen, I.T., & Just, S.N. (2011). ‘The collaborative paradigm: towards an invitational and participatory concept of online communication’, Media, Culture & Society, 33(7), pp. 1095–1108. Recieved from doi:10.1177/0163443711416066
Heath, R. L., & Bryant, J. (2000). Anatomy of the communication process. In R. L. Heath & J. Bryant (Eds.), Human communication theory and research: Concepts, contexts, and challenges (2nd ed.). Routledge Communication.
Plesner, U., & Husted, E. (2020). Communication and interactivity. In Digital Organizing (Chapter 8). Bloomsbury Academic.
Prahalad, C. K., & Ramaswamy, V. (2004). Co-Creation Experiences: The Next Practice in Value Creation. Journal of Interactive Marketing, 18(3). https://doi.org/10.1002/dir.20015
Valentini, C. (2018). Social media. In R. L. Heath & W. Johansen (Eds-in-Chief), J. Falkheimer, K. Hallahan, J. J. C. Raupp, & B. Steyn (Assoc. Eds.), The International Encyclopedia of Strategic Communication. John Wiley & Sons, Inc. https://doi.org/10.1002/9781119010722.iesc0162
Vial, G. (2019). ‘Understanding digital transformation: A review and a research agenda’, The Journal of Strategic Information Systems, 28(2), pp. 118–144. Recieved from doi:10.1016/j.jsis.2019.01.003.
