To read this content please select one of the options below:

Internal communication during change management

Philip J. Kitchen (Philip J. Kitchen is at the School of Management and Economics, Queen’s University, Belfast, Northern Ireland, UK.)
Finbarr Daly (Finbarr Daly is based at Loughry College – The Food Centre, Cookstown, Co. Tyrone, Northern Ireland, UK.)

Corporate Communications: An International Journal

ISSN: 1356-3289

Article publication date: 1 March 2002



Globalisation, “glocalisation”, deregulation, privatisation, mergers, acquisitions and a movement of labour toward less expensive economic locations, coupled with revolutionary advances in technology and simultaneous empowering of consumers coupled with changes in demand – are among the revolutionary forces impacting organisations around the world. In this dynamic context, organisations need to re‐evaluate their purpose and raison d’être. This evaluative process will help them to decide which changes: strategic or operational, will have to be made in order to perpetuate survival and growth. While, undoubtedly, organisations realise the importance of good communications, they often find it hard to forge the link between “what gets said” and “what gets done”. Aims, initially therefore, to explore the nature of the link between change, change management and internal communications. Ultimately aims to explore how internal communications contribute to the “successful” implementation of change management programmes. Develops as a theoretical contribution in the domains mentioned. As such, the authors would welcome comments and debate from colleagues with an interest in the fields of internal communication and change management.



Kitchen, P.J. and Daly, F. (2002), "Internal communication during change management", Corporate Communications: An International Journal, Vol. 7 No. 1, pp. 46-53.




Copyright © 2002, MCB UP Limited

Related articles