Management communication: a technological revolution?

Paul Johnson (De Montfort University, The Gateway, Leicester, UK)
Christine S. Fidler (Department of Information Systems, De Montfort University, The Gateway, Leicester, UK)
Simon Rogerson (Centre for Computing and Social Responsibility, De Montfort University, The Gateway, Leicester, UK)

Management Decision

ISSN: 0025-1747

Publication date: 1 April 1998


It may be reasonably argued that the advent of modern communications technologies should manifest itself to some extent in a change in the behavioural patterns of their users. Indeed, if no such changes occur it may prove difficult to justify the introduction of these technologies. Particularly, one might expect that the locations in which people perform their daily tasks should be impacted to some degree by improved communication facilities. A recent diary study of managerial work in UK organisations, conducted by the authors, suggests that the locational patterns of managers in the work‐place appear not to have changed significantly, if at all, over the past 30 years, despite the rapid technological changes that have taken place during that era. Additionally, the use of the conventional telephone has remained constant during that period despite technological improvements and the introduction of alternative technologies such as fax, electronic mail, cellular phones, messaging services and video‐conferencing. These findings suggest that the communication habits of managers are not significantly influenced by the introduction of new technologies, but rather that their work patterns are probably set by more complex factors that may be organisational, psychological or sociological in nature.



Johnson, P., Fidler, C. and Rogerson, S. (1998), "Management communication: a technological revolution?", Management Decision, Vol. 36 No. 3, pp. 160-170.

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Copyright © 1998, MCB UP Limited

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