Focus and Scope

One might first ask why special emphasis is placed on the concept of strategy. Strategy is currently regarded as a new theoretical and methodological perspective essential for the scientific community, and as a key business element that must be carefully considered by those responsible for and professionals in communication. Nowadays, companies operate under a common perspective aimed at finding and maintaining competitive advantages over their direct and indirect rivals (Massoni, 2007). The social complexity of today demands a greater degree of strategic behavior from companies, as in the 21st century not only have science, technology, and communication structures and systems changed, but society as a whole has as well (Thompson, 2006). Thus, adopting a strategic perspective, or one that focuses on examining the communication strategies followed by companies, greatly expands the nature of our object of study, which is not limited solely to the business activities of entities and organizations specifically working in the field of communication—such as advertising agencies, communication consultancies, media agencies, press publishing companies, radio and television networks, record producers, photography companies, video game companies, etc.—but extends to any type of business activity, public or private, in any productive sector, given that communication is, in itself, a strategic activity inherent to its very nature (López Lita, 2000, 2003).

On the other hand, we are aware that the profound economic crisis affecting the international economic system currently provides a particularly opportune context for the creation of a journal with these characteristics. Indeed, over the past ten years in particular, very significant changes have taken place in the management models of companies, positioning communication as a strategic element of the highest order. The development of telecommunications and the unprecedented historical expansion of cultural industries in contemporary society have made communication one of the main protagonists—if not the most important—of the so-called "new economy" (Castells, 1997). In recent years, profound changes have occurred, to which companies have had to constantly adapt, in a scenario where new audiences with new demands have emerged, requiring appropriate strategic management systems and approaches to meet these new expectations.

In this context, organizations make greater use of strategy, in terms of decision packages, to address the complex situations they must face. The study of communication strategies in the most varied contexts allows for defining, determining, and facilitating the creation of a methodological framework to channel the power of communication through the coordination of teams and the focus of efforts aligned with the working philosophy of each business model (Garrido, 2004). Thus, the objective of studying communication strategies lies in providing coherence to the organization’s actions (Santesmases, 2001).

Therefore, communication strategy is defined as the method or set of methods followed by the communication professional and their team to select, structure, and disseminate such communication for the optimal achievement of their assigned objectives, taking into account all possible reactions from competitors, audiences, and environmental changes (Rafael Alberto Pérez and Massoni, 2008). Strategic planning in communication should enable us to establish rational decision-making processes among various alternatives with specific short-, medium-, and especially long-term action plans, allowing tactical and operational decisions to be aligned coherently to achieve final objectives. In the face of a changing market, it is necessary for strategic planning to be oriented toward it as efficiently as possible if the goal is to adapt and respond to its needs.

Ultimately, in the context of any activity, the primary virtue of defining communication strategies lies in ensuring that all participants in a business project have and share guidelines regarding the communication to be carried out. Strategy frames collective behavior, maximizing opportunities and avoiding or minimizing errors, reducing the risk of dispersion and potential communicative contradictions (Sánchez Tabernero, 2000). In short, strategy serves as a reference point for an organization’s communicators (Ohmae, 2004). It starts with a diagnosis of the company’s situation, as well as a strategic positioning and objectives to be conveyed. To this end, strategic phases and the budget allocated to communication are defined within a timeframe and with specific (tactical) actions most suitable for achieving the set goals (Pérez Carballo, 2003).

Indeed, as we have outlined in this general approach, research on innovation processes in communication sectors can be oriented—in a broad sense—toward the study of very diverse fields. Firstly, and in a general way, toward those phenomena that have introduced significant changes in markets and their immediate consequences: digitalization, globalization, sector concentration, or deregulation, and their implications for various cultural industries. But also, in a general sense, toward those communication technologies stemming from both supply and demand logic (Wolton, 2000)—that is, from IP TV to new social networks. Nor should we overlook those communication disciplines where novel strategies are being adopted as a result of the emergence of new technologies. We refer to the field of institutional and political communication, the adoption of corporate social responsibility strategies, as well as the growing importance of negotiating or creating content for television, the internet, or mobile devices; the digital distribution of such content in the form of films, series, or sports rights; and so forth.

Peer Review Process

The manuscripts will be reviewed anonymously by two experts appointed by the editors, who will crerate a report to decide whether the text is accepted, accepted with modifications or rejected, always under motivated assessment. If the manuscript is accepted with modifications, this report will indicate the modifications that the author(s) will have to introduce for its acceptance. If the manuscript is rejected, the evaluation report will include the reasons for the decision, which will be communicated to the author(s).

If there is a disparity in assessment between two reviewers, the manuscript will be sent to a third reviewer.

The articles accepted with modifications will be sent to the authors, who will have resend the manuscript with the appointed ammendments.

Publication Frequency

adComunica. Scientific Journal of Strategies, Trends, and Innovation in Communication has a biannual periodicity, with issues published in January and July of each year.

Open Access Policy

This is an open access journal which means that all content is freely available without charge to the user or his/her institution. Users are allowed to read, download, copy, distribute, print, search, or link to the full texts of the articles, or use them for any other lawful purpose, without asking prior permission from the publisher or the author. This is in accordance with the BOAI definition of open access.

Code of Ethical Conduct

Authorship and Contribution Policy

In cases of co-authorship or multiple authorship, the order of signatures in the article indicates the degree of contribution of each author to the manuscript. To detail the individual contribution of each author, it is recommended to follow the CRediT (Contributor Roles Taxonomy).

Likewise, the journal emphasizes that authorship status is tied to compliance with the principles established in the good practice guidelines of the  Vancouver norms, the Committee on Publication Ethics (COPE)  and the Code of Good Practices in Research and Doctoral Studies of the Universitat Jaume I.

Gender Policy

Article Processing Charges

adComunica does not charge authors for processing, submitting or publishing articles.

Statistics

2024

• Issues published: 2
• Total articles received: 41
• Total articles evaluated by blind peer review: 28 (68.3%). Of which:
  • 21 accepted
  • 7 rejected
• Articles rejected prior to blind peer review: 13 (31.7%).

• Issues published: 2
• Total articles received: 56
• Total articles evaluated by blind peer review: 35 (62.5%). Of which:
  • 28 accepted
  • 7 rejected
• Articles rejected prior to blind peer review: 21 (37.5%).

• Issues published: 2
• Total articles received: 31
• Total articles evaluated by blind peer review: 29 (93.5%). Of which:
  • 21 accepted
  • 8 rejected
• Articles rejected prior to blind peer review: 2 (6.5%).

• Issues published: 2
• Total articles received: 53
• Total articles evaluated by blind peer review: 42 (79.2%). Of which:
  • 26 accepted
  • 16 rejected
• Articles rejected prior to blind peer review: 11 (20.8%).

• Issues published: 2
• Total articles received: 60
• Total articles evaluated by blind peer review: 42 (70%). Of which:
  • 26 accepted
  • 16 rejected
• Articles rejected prior to blind peer review: 18 (30%)

2019

• Issues published: 2
• Submitted articles: 42
• Published articles: 20 (47,6%)
• Rejected articles: 22 (52,4%)

2018

• Issues published: 2
• Report > accepted: 44%.
• Report > Rejected: 56%
• Report > resent: 31%
• Other research > accepted: 13
• Other research > rejected: 88%
• Other research > resent: 63

2017

• Issues published: 2
• Report > accepted: 57%
• Report > rejected: 43%
• Report > resent: 4%
• Other research > accepted: 61%
• Other research > rejected: 39%
• Other research > resent: 0

Data extracted from the OJS platform

Renewal and open Commeittees

The composition of the committees of the journal adComunica will be effective for the period 2016-2020, being renewed by the end of it.

Sponsors

• Universitat Jaume I

Journal History

adComunica is an international scientific journal, which aims to study and analyze of the current situation of communication, in a broad sense, mainly from the perspective of strategic management. In this way, the journal adComunica has an unequivocal vocation to contribute to a better knowledge of the reality of the current communication and media world, and to try to contribute with ideas and proposals for conflict and crisis situations that substantially affect communication companies, in any of their informative, advertising and audiovisual contexts.

Finally, we would like to highlight the international vocation of adComunica, whose main language is Spanish, although articles and contributions in English and Valencian/Catalan are also accepted.

Editorial

• The Department of Communication Sciences at the Universitat Jaume I is sensitive to the need to create a space for publishing research attentive to the evolution of communication across all its fields and productive sectors.
• adComunica, Association for the Development of Communication, a professional association established in Castellón in 2007 as a non-profit entity, was promoted by university professors, communication directors from private companies, and media executives dedicated to fostering and developing communication in all its facets. The association was founded on the initiative of Dr. Rafael López Lita, Professor of Audiovisual Communication and Advertising at the Universitat Jaume I, and Mr. José Luis Serrano Fabregat.