Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 1

economic, income, equity and sustainability situation is a right that is now unanimously recognised by doctrine, companies and jurisprudence. Specific topics and issues represent elements of a strategic nature that cannot be divulged outside the company in this way, as such behaviour would give precious information, especially to the company's competitors. Or, it is also possible that the dissemination of certain information, which is not contextualised, could be misinterpreted by the community or third parties who are external to the business reality to which the data refers ap. This is why some aspects of information are rightly not communicated outside the company. Bluebeard's teaching should make us realise that particular doors must be closed and remain closed. To open particular doors and thus put the dissemination of what is virtually in the room of the closed door causes severe consequences, just as in Bluebeard's fable, with one big difference. While in Bluebeard's mythology, the victim is the curious wife who opens the door she is not supposed to; in reality, if someone, who is not interested in the life of the company, opens particular doors and spreads the news that those virtual doors conceal, the victim will not be Bluebeard. Still, it will be the company itself which, with all possible efforts, keeps under a veil of privacy the information that, since it concerns strategic elements of the company, cannot be divulged to anyone. And note how this principle, which seems to be self-evident, is not so widespread. Those who deal with corporate communication in professional terms always recognise the company's right to privacy against the recognition of a right to information of third parties on non-sensitive topics or topics explicitly provided for by law. Those who deal with the issue of corporate communication, not in a professional sense but as mere outsiders to the company, as members of the community are interested parties to specific companies, tend to disregard a company's right to privacy. In some cases, the groups formed by these subjects, which many times are structured into organisations, and to be able to handle the demand for more corporate disclosure, require the dissemination of news that, for a business expert, it is clear that can never be disseminated as it is strategic. At a conference dedicated to financial statement disclosure and organised by non-specialists, the writer was able to see how the lack of knowledge of these fundamental principles mentioned above can create situations that are not understood by those who are faced with them or rather those who encounter them as non-experts do not understand the consequences of what they are asking for. At this conference, which I repeat was organised by non-specialists in financial statements, the question was clamoured as to why companies should not explicitly highlight returns and discounts implemented. In Italy, the law requires that revenue from sales or services to third parties be recognised net of voucher discounts and returns. This is because the amount of returns and of discounts granted to customers represent sensitive information elements. Knowing, for example, the amount of returns could give an insight into the company's difficulties in producing and delivering goods. Furthermore, understanding the discounts, and thus disseminating the company's discount policy, would mean giving strategically very relevant information about one of the marketing levers the company has at its disposal to increase turnover and increase market share. At the conference I referred to above, I tried to emphasise these principles, but I was overwhelmed by criticism from non-experts in business economics, company management and financial statements, in which it was assumed that I was denying the right to disclosure to external third parties and fighting for a reduction in corporate disclosure intended for the general public, and that I was trying to ensure as little corporate disclosure as possible for third parties who, directly or indirectly, have an interest in knowing the situation in which a company operates. The misunderstanding related to the above is evident. The writer believes that there is a right to disclosure for third parties outside the company that has rightly increased over time. The writer believes, however, that companies also have the right to have areas of perfect privacy for strategic reasons. Providing information in these areas and disseminating it externally could do so much damage to the company that it would first show profitability and financial failures and finally embark on the road to voluntary or judicial liquidation. The fable of Bluebeard, read backwards and forwards, in which the victim is Bluebeard himself, should teach us that, in the context of corporate communication to the outside world, some doors are closed and must remain closed for the company to live, prosper, grow and improve its profitability, assets, financial and sustainability impact and policy. As a conclusion to this observation, it must be pointed out that, very often, it is necessary to ensure that the door also remains closed to internal company communication. Global communication and dissemination of all company information to all employees is a tricky concept that could negatively affect the company's situation, be it in terms of profitability, assets, finance or sustainability. It should not disclose specific information in certain areas, and there, certain communications should not be made aware of the content of the information contained in the communication. The closed door of Bluebeard is, therefore, not only a characterising element of corporate communication towards subjects outside the business entity but may also characterise the communication relationship between subjects operating within the business entity. Not all issues may be ready to manage 40 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals Communicating through Non-Communication or Over-Communication