Enhancing stakeholder engagement: Using the communication perspective to identify and enhance stakeholder communication in place management

Limani, Emira; Hajdari, Labinot; Limani, Blerim; Krasniqi, Judita Article Enhancing stakeholder engagement: Using the communication perspective to identify and enhance stakeholder communication in place management Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Limani, Emira; Hajdari, Labinot; Limani, Blerim; Krasniqi, Judita (2024) : Enhancing stakeholder engagement: Using the communication perspective to identify and enhance stakeholder communication in place management, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-19, https://doi.org/10.1080/23311975.2024.2383322 This Version is available at: https://hdl.handle.net/10419/326461 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Enhancing stakeholder engagement: Using the communication perspective to identify and enhance stakeholder communication in place management Emira Limani, Labinot Hajdari, Blerim Limani & Judita Krasniqi To cite this article: Emira Limani, Labinot Hajdari, Blerim Limani & Judita Krasniqi (2024) Enhancing stakeholder engagement: Using the communication perspective to identify and enhance stakeholder communication in place management, Cogent Business & Management, 11:1, 2383322, DOI: 10.1080/23311975.2024.2383322 To link to this article: https://doi.org/10.1080/23311975.2024.2383322 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 29 Jul 2024. Submit your article to this journal Article views: 6087 View related articles View Crossmark data Citing articles: 5 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 Marketing | research article Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2383322 Enhancing stakeholder engagement: Using the communication perspective to identify and enhance stakeholder communication in place management emira limania , labinot hajdarib , Blerim limanic and Judita krasniqib aCollege of Business administration, american university of the Middle east, Kuwait; bPublic international Business College Mitrovica, Mitrovica, Kosovo; cLiberal arts Department, american university of the Middle east, Kuwait ABSTRACT the purpose of this paper is to create a model based on a dialogical approach among city branding stakeholders using the coordinated Management of Meaning (cMM) framework. this study combines conceptual and theoretical frameworks with a case study to explore how the dialogical approach enhances coordination among stakeholders. the findings reveal that integrating cMM’s communication perspective into stakeholder analysis provides a deeper understanding of stakeholder communication and city branding strategies. this approach, which includes shared meaning, coordinated actions, and contextual interpretation within stakeholder mapping, results in an easily applicable communication model for multiple stakeholders involved in city branding initiatives. the paper also offers practical steps for initiating and coordinating dialogue among stakeholders. Furthermore, this paper contributes to the field by expanding on stakeholder mapping based on relevant pillars for place branding and utilizes a case study to illustrate a dialogical approach by demonstrating the value of applying cMM for effective place management processes. stakeholders are recognized as the utmost important element in place management and, respectively, place brand management. this relationship has been in the interest of many academics and practitioners, especially the ones focusing on utilizing the stakeholders’ role in the ongoing process that places go through while establishing, enriching, or maintaining an image. it should be noted that the representatives of the stakeholders belong to various industries, such as public and private. in the past decade, there has been a growing body of research focused on nation and place branding (anholt, 2007, 2008; govers, 2011). however, despite these efforts, a consensus regarding the terminology and language used to discuss place branding as a whole is still lacking. hanna etal. (2008) noted a shift in the focus of discussions from tourism to business and marketing, with terms such as ‘destination’, ‘place’, and ‘location’ being employed differently within these contexts. expanding on the insights provided by hao et al. (2021), the fragmentation within the field of nation branding may initially appear as a weakness, leading to challenges in establishing a unified theoretical framework. however, delving deeper, one can perceive this diversity as a strength. the multifaceted nature of nation branding allows for a multidisciplinary approach and methodologies to be applied, fostering innovation and adaptability within the field. a more nuanced approach. rather than striving for uniformity, embracing diversity within nation branding enables researchers and practitioners to tailor © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Labinot Hajdari [email protected] Public international Business College Mitrovica, Mitrovica 4000, Kosovo. https://doi.org/10.1080/23311975.2024.2383322 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY received 28 February 2024 revised 28 June 2024 accepted 15 July 2024 KEYWORDS stakeholder mapping; coordinated management of meaning; place management; communication; dialogical approach REVIEWING EDITOR elika kordrostami, rowan University rohrer college of Business, United states SUBJECTS Development communication; Public relations; economics and Development; Business, Management and accounting; Marketing; Marketing communications 2 e. liMani etal. strategies and interventions that resonate authentically with diverse audiences, especially for the ones coming from outside of the existing geographical context of nation branding research. Moreover, the difficulty in generalizing conclusions in the field (hao et al., 2021, p. 64), underscores the intricacies inherent in nation branding efforts, highlighting the need for context-specific approaches tailored to each nation’s unique identity. recent studies have begun to explore aspects like place brand identity, image, and personality, but there is still a need for more attention on stakeholder engagement in city branding. Stakeholder engagement and collaboration stakeholder engagement in place branding is one of the most important endeavors, as various stakeholders play crucial roles in shaping a city’s brand. the level of involvement and significance of stakeholders often depends on their willingness to act. collaboration among stakeholders is necessary, even though they often work independently toward the same goal. govers (2018) emphasized the role of collaboration among the public sector, private entities, and civil society. however, the lack of sustainable leadership in both public positions and the private sector poses a challenge to successful place branding efforts. active stakeholder participation is crucial to overcome the existing communication gaps among stakeholders. establishing an effective stakeholder network can help break free from the potential status quo. scholars and practitioners differ in their opinions on the type and roles of internal stakeholders in place branding (golestaneh et al., 2022). nevertheless, the positive impact of place branding efforts on cities, regions, and countries is undeniable. it becomes imperative to foster brand-place associations and encourage meaningful stakeholder engagement to drive positive change (Mariutti & giraldi, 2020). Dialogical approach and case study this paper aims to contribute to the conceptual and theoretical framework of city branding by employing a dialogical approach. Our research seeks to enhance the understanding of coordination among stakeholders involved in city branding by utilizing a mix of theoretical concepts and a case study. Drawing from Boisen et al. (2018), who describe marketing communication as a sender-to-receiver transmission-based style, we examine how the municipality of Prishtina predominantly relies on one-way public communication, sharing routine daily activities and projects. We acknowledge the need for enhanced coordination between stakeholders in city branding by adopting a cMM-based dialogical approach. this will, in turn, advance the understanding of stakeholder engagement and collaboration. the approach mentioned above can also be used to promote a more inclusive and practical approach to city branding. Literature review the current literature review attempts to identify the developments and challenges related to city branding. it focuses on its multidisciplinary nature and highlights the importance of understanding stakeholder relationships and citizen involvement. in their systematic research on a decade-long country branding research, tijani et al. (2024, p. 4) noticed that a significant portion, accounting for 24 papers (54.5%), didn’t integrate theoretical frameworks. conversely, 14 studies (31.8%) opted for conceptual models. the remaining studies applied theories like the ‘Product-country image (Pci) Framework,’ ‘categorization theory,’ ‘country Branding Framework,’ ‘Bourdieu sian theory,’ and the ‘theory of reasoned action.’ given the observed lack of integration of theoretical frameworks in the study of place branding, as highlighted by tijani et al. (2024), a clear gap necessitates applying a theoretical approach to country branding. With a significant portion of research neglecting theoretical underpinnings, utilizing theories like the coordinated Management of Meaning (cMM) becomes imperative. By acknowledging this gap and building upon existing research, our current paper seeks to advance the field of place branding, specifically city branding, by combining concepts from a communication theory like cMM with a practical case study, in our case, stakeholder mapping. cOgent BUsiness & ManageMent 3 this integration enhances the conceptual framework of city branding endeavors and provides valuable insights into stakeholder communication, perception management, and the cultivation of city identities. stakeholder communication in the context of city branding has garnered attention within organizational studies, particularly in management literature. initially rooted in practical business strategies, this concept evolved into stakeholder theory, which comprehensively explains the relationship between organizations and the public (koschmann & kopczynski, 2017, p. 1). central to stakeholder theory is recognizing the interdependent relationship between organizations and the public, emphasizing the need to prioritize public interests in decision-making (koschmann & kopczynski, 2017, p. 2). however, acharya and rahman (2016, p. 299) conducted a thematic review on place branding research where they, among many findings, pointed out that the stakeholder aspect had fewer articles mentioning it and thus scored last from all other identified themes from 46 reviewed case studies. going forward, on stakeholders and city branding, the question arises: Which stakeholder group holds more significance? is it the public stakeholders with policy-making power, private stakeholders with vested interests, or citizens residing in the city? adopting a holistic approach enables a deeper understanding of the inherent complexities in this process. as Pearce (2007) asserts, all individuals are agents contributing to the formation of social worlds (p. 52). in the context of city branding, the impact of stakeholders is inevitable, irrespective of their intentions. thus, regardless of their respective positions, all city stakeholders play a role, intentionally or unintentionally, in shaping the city’s image. in advocating for a more inclusive and pragmatic approach, we propose the active stakeholder as a critical component of a holistic view of stakeholder involvement in place branding. scholars such as richelieu (2018) and golestaneh et al. (2022) support this perspective, emphasizing the importance of a participatory approach in place branding. richelieu explicitly highlights the significance of incorporating sports, economic, commercial, and social dimensions, asserting that a participatory approach is crucial to place branding (richelieu 2018, p. 256). When leveraging sports as part of a place branding strategy, public stakeholders often adopt a more holistic approach (richelieu, 2018). By examining the existing literature, we find a growing consensus on the need for inclusive and participatory approaches in city branding. engaging a diverse range of stakeholders, including public and private entities, is essential to shape and promote a city’s brand effectively. such an approach acknowledges the interdependent relationship between stakeholders and the importance of considering multiple dimensions in place branding efforts. From now on, this research paper aims to contribute to the field by exploring practical strategies and case studies that exemplify the benefits of inclusive stakeholder engagement in city branding. there are two important conclusions according to crane and livesey (2003) that one can reach when analyzing literature on stakeholder communication. the primary conclusion is characterized by one-way communication which to work requires tremendous coordination including management and it is incredibly hard for companies to try and impact the meaning that is created within each involved group of stakeholders. We suggest labeling this type of stakeholder communication as transmission-based stakeholder communication. however, the second conclusion acknowledges the dialogue-based approach which is more efficient but requires attention that has not yet been given as it is deserved. One must keep in mind complications that might derive from employing the dialogic model if not effectively used, that is it might produce unwanted situations and feedback based on superficial arguments and cynicism. however, the dialogic approach enables the creation of richer discussions that might even lead to noise that can contribute to the division of people into smaller groups (crane & livesey, 2003). to avoid the precisely mentioned situation, we suggest labeling this type of stakeholder communication as a dialogic-centered approach which can be further expanded through the theory of coordinated management of meaning (cMM). City branding authors hanna et al. (2021) conducted a detailed systematic literature review on place and destination branding covering a two-year period (2017–2019) and concluded that published articles are scattered in different journals from fields such as tourism, branding, and marketing (p. 113). additionally, among other things, they argue that because of the non-transferability of the findings, being that most studies focus on a single-place case study, and lack of longitudinal studies which would be useful in 4 e. liMani etal. understanding how places evolve in relation to place branding (hanna et al., 2021, p.114). On the other hand, asnawi etal. (2018) advocate for a more holistic perspective in the discourse on city marketing or place branding, emphasizing a shared objective of cultivating a more enticing and competitive local community for a target demographic, encompassing both visitors and investors. the exact origins and growth of city branding as a separate area of study have been difficult to determine. however, a study by lucarelli and Olof Berg (2011) sheds light on the timeline of city branding research. although their research analyzed articles published from 1988 to 2009, it provides insight into the interdisciplinary and somewhat theoretical foundations that have shaped the field’s development in the last decade (lucarelli & Olof Berg, 2011, p. 9). since then, the field has advanced by addressing both theoretical and practical needs, especially in addressing the challenges faced by practitioners and city brand managers. according to Florek and insch (2020), local authorities should take a more hands-on approach to improve city branding by focusing on enhancing the city brand experience. Moilanen’s (2015) study of ten european cities found that there are common challenges, such as conflicting activities by different stakeholders, conceptual ambiguity, and varying interpretations of branding objectives. involving citizens in the city branding process is crucial, and Moilanen (2015, p. 222) suggests that empowering citizens to become ambassadors for the city brand can have significant benefits. Poland has been extensively studied in the context of place and city branding. researchers Pawlak and hajduk (2019) discovered that residents of rzeszow valued cultural diversity, community openness, tolerance, and cultural activity. similarly, glińska and gorbaniuk (2016) study found that technical infrastructure and public services played a crucial role in shaping the city’s image. these studies demonstrate the diverse priorities of stakeholders in city branding. kavaratzis and ashworth (2006) examined the challenges involved in aligning the interests of multiple stakeholders in city branding efforts. they emphasized the different roles of ‘users’, ‘owners’, and ‘governors’ in determining a city’s image. Brandt and Mortanges (2011) used Brand concept Maps (BcM) to analyze the perceptions of local and international students about liege, Belgium, as a university town. the study revealed that the young population, vibrant nightlife, cultural amenities, and supermarkets were common perceptions, while locals had concerns about cleanliness and safety. the branding process for king abdullah economic city (kaec) began before it was even built. in a study by shoaib and keivani (2015), they used actor-network theory (ant) to examine how various stakeholders perceived the project based on their own socially constructed ideas. the authors emphasized the importance of understanding these perceptions before the city was physically constructed. Case of city branding Prishtina kosovo declared independence in 2008 (tansey, 2009), making Prishtina one of europe’s newest capital cities. Prishtina is also one of the region’s most lively cities, with its youthful population and thriving music scene. according to the kosovo agency of statistics, as of 2020, the population of kosovo was 1,798,188, with over 40% of them being young people between 25-54 years old and over 200,000 living in the diaspora. the last census was conducted in 2011, and Prishtina has a population of 198,897 and covers an area of 523 km2. it has been suggested that Prishtina needs to implement a place management/branding strategy. the city’s vice mayor, Donjeta sahatçiu, has confirmed this and stated that the communication strategy of the city government has expired and needs to be renewed, along with the branding kit. however, these documents have not been made available by her or her team, nor are they accessible on the official municipality website. in the past, the city was led by a harvard graduate named Mr. shpend ahmeti, who aimed to transform the city’s image and increase the efficiency of the municipality’s operations. however, he faced opposition from opposing parties in the assembly (Fazliu, 2017). Mr. Përparim rama, a well-known albanian architect who moved from the Uk, succeeded him, and won the mayoral election (Brezar, 2021). currently, the city’s organogram does not show an active Marketing office or place branding office within the city’s structure. two sections, the sector for public communication and the sector for public policies, may be related to place promotion. however, the reports available on the website only convey specific messages from the municipality to their intended audience. cOgent BUsiness & ManageMent 5 Prishtina has limited competition from other kosovo cities regarding its place branding; however, lately, there has been tremendous local competition amongst other capital cities in the region. as the capital city, Prishtina has yet to apply any branding approach to recognize its competitive advantage. the list of cultural, music, and sports events is significant from various sources. however, the information is scattered within multiple channels, either on the main website of the event organizer itself, social media accounts, or hosting companies that actively function in the city. the table below represents a few brand elements identified in Prishtina (table 1). Visiting Prishtina, one can quickly notice the urban lifestyle, entertaining and affordable life. streets are always complete; people are always on a walk but take their time. the most crucial part, coffee shops are always jam-packed! Bloggers have labeled Prishtina a city with rich coffee culture and compared its coffee with italian coffee. Jo Piazza (2016) claims that italy invented the macchiato, but kosovo has perfected it. Most coffee/snack places have live music in the evening regardless of the session, specifically during summertime when the diaspora also extensively visits Prishtina. Diaspora has a significant role in the daily functioning of Prishtina and adds itself to the list of imperative stakeholders. Most of kosovo’s diaspora lives in switzerland, germany, Usa and are scattered worldwide (Marleku, 2013, p. 417). since diaspora profoundly preserves the language and culture, its initiatives are welcomed and supported in Prishtina. almost every kosovar family has someone abroad (Paca, 2015, p.3), and their first destination choice is kosova. another reason the diaspora plays a significant role in Prishtina’s branding is that the young diaspora brings the best practices from abroad and obligates Prishtina to offer services that improve their lives, such as cuisine, hospitality, and event management. the information technology literacy level is very high in Prishtina. schools and Universities play a significant role in that. however, the it sector was improved once private companies started offering professional programs and preparing the young generation for the future. since the demand was high, the number of companies also increased. the centers have developed an innovation hub, techPark Prishtina, Outsource program, an ict festival, and educational programs. their graduates are in high demand in Prishtina and abroad. the municipality of Prishtina hosted its latest it conference focusing on girls in it. Participants spend three days sharing experiences and expertise in the sector of it manipulated exclusively by female leaders and engineers (stikk, n.d.). another example is the kosovo international summer academy, a ten-day program that brings together young individuals from across the globe in Prishtina, kosovo (hajdari et al., 2024). During this immersive experience, participants engage in informative lectures and pre-arranged activities. the academic segment of the program features esteemed professors from various countries, as well as lectures by politicians and representatives of civil society from kosovo and the region. this multi-perspective approach fosters critical thinking and builds credibility among participants by ensuring they receive comprehensive information from diverse angle (hajdari et al., 2024). Stakeholder identification framework the number of stakeholders influencing a place can vary. the following table visualizes the stakeholders shaping Prishtina’s place branding. the list includes the public sector, private sector, and the diaspora and its thorough description is done based on their mandates, relevant entities/departments/sectors, initiatives, and tasks related to place brand management (table 2). Table 1. Prishtina’s brand elements. Prishtina Proud Prishtinali (for many generations) Brand essence urban – coffee culture, lots of music spots. surface 523 km2 inhabitants 198,897 Young population over 40% of young population between age of 25-54 Values active, talented, english speaking young population Life Food, music, affordable, diaspora remittance entrepreneurship it sector blooming – it outsourcing services 6 e. liMani etal. Dialogue between the municipality and the private sector exists, thus authors propose its further development through the lenses of coordinated Management of Meaning. Based on the mapping stakeholders in the city of Prishtina, we offer a stakeholder engagement communication model for the Municipality of Prishtina, the government of kosovo, the Private sector, and the Diaspora (table 2): Table 2. stakeholder identification (authors). Municipality of Prishtina government of Kosovo Private sector Diaspora Mandates Four years mandate through election from the people for both the assembly seats and the mayor. the way how the mayor is elected gives them a higher degree of autonomy. Four years mandate through election from the people for the parliament who then elect the prime minister who has the main executive power. the president of the country is also elected by the parliament with fewer executive powers. no mandate, for various companies, from small enterprises (family-owned) to larger franchisees. Licensees to operate in the private sector related to it, culture, sports, etc. are provided by the central governance and some special permission to function and/or pay taxes in Prishtina. Most of these types of organizations are registered as non for profit – ngos. strong link between albanian diaspora and their home country. no specific mandate, the last years their number has increased Relevant entities/ departments/ sectors -sector for public communication -sector for public policies -Directorate of Culture: tourism sector administration, City theatre, Municipality library City stadium national recreational park germia etc. • Ministry of Culture, Youth and sports • Ministry of industry, entrepreneurship, and trade • Ministry of foreign affairs and diaspora Companies relevant: • it sector • Foundations: Millennium Foundation sunny Hill Foundation • Companies registered as superbrands Kosova. Kosovo diaspora is one of the largest platforms • culture sector • sport sector • education sector • innovation sector germin - connecting diaspora with the homeland. initiatives Previous two mandates with the same mayor: invested in city’s image, infrastructure, and community engaging activities. Mandators from the local and central governance for the last two mandates were represented by different political orientation; initiatives in most cases were not coordinated. Central governance has bigger budget to finance and support activities, but only few initiatives are recorded and make available for the public. ongoing community included initiatives. in the case of it sector, internship or part time jobs, girls in it yearly conference. sunnyhill Foundation supports local talents, all funding from sunny Hill Festival goes for charity. Millennium foundation related activities to sustainable Development, tourism related initiatives. Kosovo international summer academy superbrands Kosova proofs quality of companied from various fields. identifying young and successful talents living in diaspora • advocacy and diplomacy • diaspora investments • diaspora philanthropy • diaspora professionals • youth and education tasks related to place brand management Cooperates with the Central governance in developing projects in the field of culture, tourism, sports. Research and supports. cultural, music and sports events. Hosts and runs international events: Manifesta Biennaial, sunny Hill Festival, Holds regular community engaging activities state level campaign: ‘Young europeans’. Publishes official reports on the tourism trends. Develops tourism Development strategy. Runs internal campaign for attracting mostly the diaspora. Private sector applies various promotion mix elements. Most common are: • advertisements (printed, broadcasted and digital) • sales Promotions/ sponsorships • Digital marketing – social media • Public Relations/ event management.Most of them related directly to their field of interest/ type of business, some local businesses add the origin of product keyword which makes it identify Kosovo updated website Frequently applying talks, discussions, conferences. active social media account. identification of the talents, promoting them, finding individuals values with their homeland values. Diaspora school global albanian Youth network. note: diaspora activities are not strictly divided among albanians living abroad. Disclaimer: the list of private sector and diaspora representatives were chosen from the authors as the more relevant ones. a common absence among all mentioned stakeholders was the attempt for talent attraction, values identification, image-building strategies etc. cOgent BUsiness & ManageMent 7 1. Municipality of Prishtina: the Municipality of Prishtina should focus on the following communication strategies: • establish a sector for Public communication responsible for managing communication with stakeholders. • Develop a comprehensive public policy framework and regularly communicate updates and progress to the public. • engage with the community through community-oriented initiatives like infrastructure development, cultural events, and recreational activities. • enhance place branding by promoting stakeholder engagement inputs on tourism, sports, and cultural activities. • Maintain an updated website and active social media accounts to disseminate information and engage the public. • regularly publish reports on urban tourism trends and host regional events focused on networking. • cooperate more with the central government to develop joint cultural, tourism, and sports projects. 2. government of kosovo: the government of kosovo should adopt the following communication strategies: • establish clear communication channels with the public, including the Ministry of culture, Youth, and sports, Ministry of industry, entrepreneurship, and trade, and Ministry of Foreign affairs and Diaspora. • Publish official reports on tourism trends and share updates on the progress of initiatives. • Develop a tourism Development strategy and run internal campaigns to attract diaspora members. • implement a state-level continuous campaign to rebrand the concept of ‘Young europeans’ which was a one-attempt at place branding. • Foster advocacy and diplomacy to engage with the diaspora and attract investments and philanthropic activities. • identify and promote successful talents from the diaspora through various initiatives and platforms. • Foster partnerships with relevant stakeholders to support youth and education initiatives. • Develop initiatives to connect with the diaspora beyond attempts to have public institutions named after the diaspora. Practical partnerships are needed to provide opportunities for diaspora professionals to come and share their experiences locally. 3. Private sector: the private sector in Prishtina should employ the following communication strategies: • to not stop only utilizing various advertising channels to promote their products and services, but to request to be part of the municipal-led events targeting the foreign public. • Maintain active social media accounts and an updated website to interact with customers and promote their businesses. • conduct talks, discussions, and conferences to showcase their expertise and industry knowledge. • collaborate with the municipality and government on projects related to it, culture, sports, and other relevant sectors which are gaining much-needed attention regionally and internationally. • support local talents and community initiatives through foundations and charity events. • Participate in initiatives like the superbrands kosova to demonstrate the quality and credibility of their businesses. 4. Diaspora: the diaspora should focus on the following communication strategies: • establish platforms like germin to connect with the homeland and engage in advocacy and diplomacy. 14 e. liMani etal. Inclusive and participatory communication approach Building an inclusive and participatory communication process is essential for stakeholder integration. stakeholders should meet in an environment where sharing ideas and perspectives without being judged and where feedback is respected. communication accommodation is suggested here to bridge the gap between different speech codes used by public managers, businesses, and residents. Feedback mechanisms Feedback mechanisms are designed to maximize communication goals and objectives by respecting the stakeholders involved. Using a mixed methodology such as surveys, interviews, focus groups, social media analysis, and other forms of gathering and analyzing feedback is recommended. an integrated approach combining stakeholder mapping and communication theory, such as the coordinated Management of Meaning (cMM), provides a comprehensive framework for effective city branding. it enables stakeholders to develop a clear framework supporting the application of communication theory and stakeholder analysis in real-life scenarios. this approach empowers stakeholders to examine communication processes, facilitating the formation and dissemination of the city’s brand identity (Figure 2). the implementation of city branding is affected by the governance setting where the branding is developed, and choices made during the same process (Braun, 2012). according to eshuis et al. (2017, p. 931), the dyadic collaboration of both public managers and businesses in the process of developing place marketing enables positive outcomes on related policies and in making the branding clearer. Moreover, they argue that the involvement of specific stakeholders like public managers and businesses can impact place marketing beyond promotion by increasing the chances of impacting other policies related to place marketing (eshuis et al., 2017, p. 931). including stakeholders and place marketing content is significant to place branding. hence, the ability to choose a clear brand concept will positively impact place marketing related to specific policies such as spatial planning or leisure (eshuis etal., 2017, p. 931). Being able to select a clear brand concept has a positive influence on the impact of place marketing on other policies. in other words, if the place brand concept is clear, it will more likely be used in spatial planning and tourism/leisure policies. Figure 2. adapted from eshuis et al., 2017. p. 923. cOgent BUsiness & ManageMent 15 the model (eshuis et al., 2017, p. 931) helps us understand the negative effect of miscommunication among the stakeholders on what clear branding concept to choose for city branding. in conclusion, this research emphasizes the significance of establishing shared meanings among stakeholders to effectively design city branding strategies. the process involves active dialogue, allowing stakeholders to understand each other’s perspectives, needs, and expectations, reducing misunderstandings, and fostering collaboration (see Figure 2). central government or municipal institutions, as key stakeholders with more resources, should take the lead in promoting open and transparent communication to create a common ground for cooperation. to align efforts and work towards shared goals, stakeholders must coordinate their actions. Multi-layered shared meanings, derived from multiple perspectives, offer a foundation for developing collaborative projects and initiatives to address common challenges in city branding and achieve sustainable outcomes (see Figure 1). considering that contextual complexity differs from one person to another, contextual interpretation becomes vital. Understanding and recognizing the importance of cultural, social, and political contexts where stakeholders operate will lead to more effective communication strategies. recognizing and accepting diverse perspectives and stakeholders’ interests and creating opportunities for them to express their viewpoints will enable them to contribute to the decision-making process. Fostering dialogue through various channels is essential to identify and address issues during ongoing communication. encouraging a learning mindset among stakeholders will facilitate continuous improvement and adaptation. empowering stakeholders with relevant information and resources, along with providing opportunities for active participation, ensures inclusivity and equitable decision-making in city branding. establishing all-inclusive feedback loops enables two-way communication and real-time information sharing for the city branding process. regularly soliciting feedback from stakeholders allows for evaluating the effectiveness of communication efforts and making necessary adjustments. exclusivity of data should be avoided to maintain an open and transparent communication process. We argue that the successful implementation of shared meaning, coordinated actions, contextual interpretation, multiple perspectives, dialogue, continuous learning, empowerment, and feedback loops will contribute to a more effective and sustainable city branding process. By working together and valuing diverse viewpoints, stakeholders can create a stronger and more unified brand for their city. Implications the research on dialogical communication in city branding holds significant implications for policymakers (public institutions) and city branding practitioners. Firstly, it emphasizes the importance of contextual understanding in communication processes, as highlighted by scholars such as eshuis et al. (2017) and hakala (2021). Policymakers and practitioners must consider various contextual factors, including stakeholder involvement, meeting dynamics, and decision-making processes, to tailor communication strategies effectively. Fostering an inclusive and participatory communication approach, promoted by the communication perspective (Pearce, 2007, Fernández-cavia et al., 2018, ripoll-gonzález & lester, 2018), can be used to highlight that citizen participation increases commitment to the city and positively influences its brand. Moreover, it emphasizes the holistic involvement of all citizens and the need for tailored engagement strategies based on demographic factors. consequently, this will help creating environments where stakeholders feel comfortable sharing ideas without fear of judgment promotes collaboration and integration. governance settings significantly impact city branding implementation. collaborative efforts between public managers and businesses can enhance place marketing outcomes and influence related policies positively. additionally, selecting a clear brand concept is crucial for effective place marketing, impacting policies like spatial planning and leisure. Fostering shared meanings among stakeholders through active dialogue is essential for designing effective city branding strategies. central government and municipal institutions play a vital role in promoting transparent communication to facilitate cooperation. coordinating actions, interpreting 16 e. liMani etal. contextual complexities, embracing diverse perspectives, and fostering continuous learning are critical elements for sustainable outcomes in city branding. establishing inclusive feedback loops ensures ongoing communication and evaluation of efforts, leading to a more unified city brand. in conclusion, fostering shared meanings among stakeholders through active dialogue is essential for designing effective city branding strategies. central government and municipal institutions play a vital role in promoting transparent communication to facilitate cooperation. coordinating actions, interpreting contextual complexities, embracing diverse perspectives, and fostering continuous learning are critical elements for sustainable outcomes in city branding. establishing inclusive feedback loops ensures ongoing communication and evaluation of efforts, leading to a more unified city brand. Limitations the study proposing the utilization of coordinated Management of Meaning (cMM) tools to improve stakeholder communication in city branding highlights several constraints. Firstly, although employing cMM provides a practical method, it is crucial to understand that it is a flexible framework. this indicates that its applicability can vary based on context, potentially limiting its usefulness across diverse city branding scenarios. Furthermore, the effectiveness of cMM in enhancing communication heavily relies on stakeholders’ willingness and comprehension to engage in dialogue, which might only sometimes be assured. the historical and philosophical foundations of the dialogic approach, which underlie cMM, present another challenge. Despite scholars extensively exploring the theoretical underpinnings, there is a need to translate these ideas into practical city branding applications. this suggests that the study may require additional efforts to offer actionable insights for practitioners implementing dialogic communication strategies in real-world settings. time-intensive nature of dialogic communication poses a practical obstacle. as Pearce and Pearce (2000) city-wide public dialogue project demonstrated, achieving favorable outcomes demands significant time. this limitation raises concerns about the feasibility of implementing dialogic approaches within time-sensitive city branding initiatives, where quick decisions are often necessary. although the study acknowledges the importance of recognizing conflicting viewpoints, socio-cultural diversity, and narratives in city branding, it must provide more explicit guidance on effectively navigating these complexities. By offering concrete strategies for managing conflicting perspectives, leveraging socio-cultural diversity, and understanding stakeholders’ narratives, the proposed approach could effectively foster genuine engagement and collaboration among stakeholders. thus, while the research may provide theoretical insights, it must comprehensively address practical challenges city branding practitioners face. Ethical approval all procedures performed in this study were in accordance with the 1964 helsinki Declaration and its later amendments or comparable ethical standards. the study did not require any approval by an ethics committee because it did not involve any human participants. Authors contributions conceptualization, el. and Bl; Methodology, el., Bl., lh, Jk; analysis, lh., Jk, Bl, el; investigation, el, Bl., lh. and Jk; Writing – Original Draft Preparation, Bl, el, lh., Jk; Writing – review and editing, el, Bl, lh., Jk. Additional information correspondence and requests for materials should be addressed to l.h. Disclosure statement no potential conflict of interest was reported by the authors. cOgent BUsiness & ManageMent 17 About the authors Emira Limani completed her Ph.D. at the south east european University, tetovo, Macedonia in the importance of nation Branding in the country’s image in 2018. currently, Dr. emira limani is the Department chair of Marketing at the american University of the Middle east. Labinot Hajdari is a full-time assistant professor at the Public international Business college Mitrovica, kosovo. labinot is also a part-time staff at the collegium civitas, Poland; Doctor of social sciences in Political science and Public administration from the Faculty of Political science and international studies, University of Warsaw, Poland. Blerim Limani is an assistant professor at the american University of the Middle east, kuwait. he holds a PhD from south-east european University in Public governance and administration (2019) and Ma degree from Ball state University in Organizational communication and Development (2008). he served as a communication adviser to Public institutions in kosovo and worked as a consultant for different public and private organizations, including international organizations such as WhO. his main research interests focus on intercultural and health communication, stakeholder communication in place branding, and organizational communication. Judita Krasniqi is a full-time assistant professor at the Public international Business college Mitrovica, kosovo. she is a Doctor of social sciences in Political science and Public administration from the Faculty of Political science and international studies, University of Warsaw, Poland. Judita is engaged with the civil society sector in kosovo, focused mainly on human rights and the rights of Women, particularly the economic empowerment of women and the right to property and inheritance. Data availability Data sharing is not applicable to this article as no new data were created or analyzed in this study. Funding no funding was received. ORCID emira limani http://orcid.org/0000-0003-2478-7613 labinot hajdari http://orcid.org/0000-0002-3568-0320 Blerim limani http://orcid.org/0000-0002-5590-0845 Judita krasniqi http://orcid.org/0000-0001-7821-6379 References acharya, a., & rahman, Z. (2016). Place branding research: a thematic review and future research agenda. International Review on Public and Nonprofit Marketing, 13(3), 289–317. https://doi.org/10.1007/s12208-015-0150-7 anholt, s. (2007). What is competitive identity?. in Competitive identity: The new brand management for nations, cities and regions (pp. 1–23). Palgrave Macmillan Uk. anholt, s. (2008). 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