The Chair of the Supervisory Board as a New Corporate Communicator: Conceptual and Empirical Insights into Objectives and Responsibility for the Chair’s Communication

Abstract

ABSTRACT This study extends the existing research on C-suite communication and corporate communicators by adding the perspective of the supervisory board. Building on principal-agent theory and the public arena model the supervisory board chair’s communicator role is conceptualized, and established and stakeholders are identified. Based on 28 qualitative expert interviews with supervisory board chairs, public relations, and investor relations managers from 10 DAX and MDAX companies, the study highlights the objectives for the chair’s communication as well as responsibilities within the public relations and investor relations departments. The findings show that transparency and the establishment and maintenance of relationships are the main objectives of the chair’s communication. Furthermore, the findings show that there is rarely a clear responsibility within the public relations or investor relations functions for the chair’s communication. Closer cooperation leads to more professionalized chair communication – but not necessarily more active external communication. The article contributes to communication management and strategic communication research by highlighting the conceptual-theoretical challenge of the communication of the supervisory board because its actions set the framework for the corporate strategy.