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1 – 10 of over 7000Engaging with stakeholders in “a personal, intimate way” (Men and Tsai, 2016, p. 932) or “includ[ing] the ‘personal touch’” (Kent and Taylor, 1998, p. 323) is often seen as…
Abstract
Purpose
Engaging with stakeholders in “a personal, intimate way” (Men and Tsai, 2016, p. 932) or “includ[ing] the ‘personal touch’” (Kent and Taylor, 1998, p. 323) is often seen as desirable in internal communication management. While the importance of personal communication is undisputed from the perspectives of internal communication, its communicators, and from internal stakeholders, this is not true when it comes to the dimensions and characteristics that constitute an experience of communication as feeling personal. The present study aims to explore what makes communication personal from the employees' perspective.
Design/methodology/approach
The study used the Q methodology and Q method, thus focusing on an individual's subjective perspective. The Q methodology was implemented in the form of a Q-sort survey exploring the perceptions of 32 German employees (selected from a representative cross-section of 400 employees in Germany, using a balanced-block design to maximize heterogeneity).
Findings
The results show that while direct and dyadic communication is often perceived as personal, many other dimensions and characteristics are also considered “personal” in both the literature and based on stakeholder perceptions. The Q-sort survey revealed four perception types whose perceptions of communication as “personal” vary widely, with all these types rejecting non-human communicators.
Originality/value
This study contributes to the limited understanding of employees' perceptions of internal communication as “personal.” It shows how the Q methodology and Q method—a rarely used perspective—can complement existing theoretical and empirical research on internal communication. For internal communication management, the findings show that a “one-size-fits-all” approach must be questioned and that a communication team's involvement in personal communication can have negative consequences.
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Vibeke Thøis Madsen and Helle Tougaard Andersen
Journalists moving into corporate communication have for many years been regarded as a move to the “dark side”. This paper turns the lens to explore how trained journalists…
Abstract
Purpose
Journalists moving into corporate communication have for many years been regarded as a move to the “dark side”. This paper turns the lens to explore how trained journalists working as internal communication practitioners due to their journalistic self-concept and skills can contribute to internal communication.
Design/methodology/approach
An interview study was conducted with twelve trained journalists working with internal communication in different types of organizations. Three indicators of professionalism, namely autonomy, altruism and expert knowledge, were used as categories to structure the interviews and analysis.
Findings
The respondents perceived that their journalistic self-concept and skills helped them identify the employee perspective, write relevant stories and deliver them quickly. Furthermore, their courage and lack of fear of authorities enabled them to challenge decisions made by their senior managers, especially regarding how, what and when to communicate.
Research limitations/implications
The three indicators of the journalist profession, – autonomy, altruism and journalistic knowledge and skills – may help establish internal communication that is relevant, transparent and trustworthy.
Practical implications
Organizations may benefit from building their internal communication around the three indicators of the journalist profession. They could, for example, host independent internal media that present the employees’ perspective and maintain a critical attitude to the organization in a relevant and compelling manner.
Originality/value
Few studies have explored the role of journalists working as internal communication practitioners and their contributions to internal communication.
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Ieva Zaumane and Maira Leščevica
Despite the proven link between internal communication and more effective business results, only a few attempts have been made to answer the essential question of who is…
Abstract
Purpose
Despite the proven link between internal communication and more effective business results, only a few attempts have been made to answer the essential question of who is responsible for managing internal communication in an organisation. This paper aims to examine the presence of internal communication management (ICM) practices in companies in Latvia and launch a new discussion on who should manage internal communication in a modern company to support business strategy and development.
Design/methodology/approach
In the first phase of the study, a survey was conducted in three business sectors in Latvia involved in managing and implementing the internal communications function. Using the multiple case study method, the second phase of the study examined in-depth, ICM and the implementation practices in four different Latvian companies. In total, 13 in-depth interviews were conducted within 4 companies, and thematic analysis was used to analyse the material gained from the interviews.
Findings
The target companies and relevant professionals from different fields have divergent opinions about who should manage the internal communication function. From the research across four companies, it was concluded that internal communication was implemented in a fragmented manner. There was a weak understanding of the meaning and goal of internal communication. The potential of effective internal communication in reaching strategic goals has not been realised. Responsibility for ICM is often limited to the reactive performance of public relations departments, human resources or marketing specialists. The companies clearly did not have a defined scope of responsibilities for managing internal communication amongst the different parts of their organisations. It can be concluded that company managers should pay attention to how internal communication is conducted, clearly delegate this function to a manager and define the expected results that meet the company’s strategic goals. The results of this research can be used to inform recommendations for integrating the ICM function.
Originality/value
Only a few research papers have discussed responsibility for internal communication functions. This research particularly fills this gap and emphasises the need to assign responsibility for an organisation’s ICM function as it is the core factor in strategic implementation and input related to business goals.
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This study of job advertisements for internal communication practitioners aims to investigate the signals that organisations are sending the profession about what is required of…
Abstract
Purpose
This study of job advertisements for internal communication practitioners aims to investigate the signals that organisations are sending the profession about what is required of these roles. The concept of corporate voice – the “voice” of the organisation – is problematised to explore tensions in vocality. The aim is to support communication practitioners to navigate multi-vocality in the evolving professional context of digital communication technologies and changes in the workplace.
Design/methodology/approach
This qualitative study considers the role of voice in corporate communication practices and offers insights into “digital disruption” and the discursive pressure of employers' priorities on the profession and its practices. Job advertisements for internal communication practitioners were examined during 6-month periods in 2018, 2020 and 2022, which was a significant time of change for the profession with the global COVID-19 pandemic.
Findings
Qualitative content analysis of 514 internal communication job advertisements identifies that control and consistency are valorised, and continue to dominate descriptions of internal communication skills and responsibilities. The digital affordances that communication practitioners rely on has not changed significantly and a preference for “broadcasting” is evident.
Originality/value
This study provides insights into how Australian organisations shape and sustain univocal corporate communication practices, and the incompatibility of narrow configurations of voice with emerging organisational challenges such as social connectedness.
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Luke Capizzo, Teresia Nzau, Damilola Oduolowu, Margaret Duffy and Lauren Brengarth
The purpose of this paper is to provide rich, qualitative insights around internal communication in strategic communication agencies, addressing the evolutions in expectations and…
Abstract
Purpose
The purpose of this paper is to provide rich, qualitative insights around internal communication in strategic communication agencies, addressing the evolutions in expectations and best practices for agency leadership through COVID-19.
Design/methodology/approach
Qualitative interview study with 18 US-based leaders of public relations and advertising agencies to examine their experiences of leading and managing strategic communication teams during COVID-19.
Findings
Synthesized findings around changes in leadership values and important facets of ongoing internal crisis communication led to the development of the following five categories—Improvisation and Flexibility, Transparency and Trust, Ownership and Embodiment, Care and Empathy, Relationships and Resilience.
Originality/value
Using a high-value sample, the study is the first (to the best of the authors' knowledge) to focus on the crucial context of agencies and internal communication around COVID-19; diversity, equity, and inclusion (DEI); and other pandemic-era challenges. It provides theoretical implications around ongoing, internal crisis communication and practical implications for agency leaders in crisis.
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Neil Richardson and Ruth M. Gosnay
This paper reflects on antecedents that may cause academic fields to decline or stagnate. It uses a hermeneutic review to consolidate and critique the Internal Marketing (IM…
Abstract
Purpose
This paper reflects on antecedents that may cause academic fields to decline or stagnate. It uses a hermeneutic review to consolidate and critique the Internal Marketing (IM) field. Seminal studies of IM and its related construct Internal Marketing orientation (IMO) are identified. IMO is then juxtaposed with contemporary studies from a communications journal identified as core as part of the hermeneutic process.
Design/methodology/approach
This study critiques the IMO literature in a hermeneutic review. It draws on the auto-ethnographic tradition to compare IMO with contemporary, related communications articles.
Findings
Two antecedents are addressed. There is interest in IM but less so in IMO. Aspects from the IMO literature align with two broad areas, namely customer-centric and company-centric communications. Some IMO aspects have been developed further therein.
Research limitations/implications
This paper recognizes further research opportunities for IMO and communications scholars with a greater focus on boundary spanning employees in national, sectoral and organizational settings. Being conceptual means it lacks empirical testing; being hermeneutic means it contributes to methodological plurality.
Practical implications
Despite having potentially profound organizational effects, IMO lacks awareness and adoption. Recommendations are made throughout to facilitate the adoption of improved communications apropos improving IMO.
Social implications
The paper identifies employee/employer benefits of adopting good internal communications (IC). IM(O) provides a rationale for sound IC practices.
Originality/value
This paper partially addresses the paucity of research into IMO including BSEs. It improves conceptualization by consolidating the key IMO research on the development and measurement of the construct, highlighting the strengths and weaknesses within the literature.
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Saima Kazmi, Mark Heisten and Burton St John III
This study is concerned with the dynamics of the internal communications at Netflix following the release of The Closer and the public debate that followed, testing Netflix's…
Abstract
Purpose
This study is concerned with the dynamics of the internal communications at Netflix following the release of The Closer and the public debate that followed, testing Netflix's long-standing reputation for promoting diverse content and supporting a progressive organizational culture.
Design/methodology/approach
Using the circuit of culture (CoC) as a theoretical framework, this study applies a case study approach to analyze internal communication and strategic public relations in addressing this crisis.
Findings
This study's findings illustrate that by failing to interpret two of the five moments of the CoC, production and identity, Netflix negated the very values that constitute its brand. These findings have implications for how public relations' long-standing focus on two-way symmetrical communication is problematic, especially in the workplace.
Originality/value
The findings situate how the exertion of power within an organization, particularly in moments of identity and production, problematize the role of two-way symmetrical communication within an organization in crisis.
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Francesca Conte and Alfonso Siano
Previous research assumes that technologies 4.0, particularly big data, may be highly relevant for organizations to increase human resources (HR) communication strategies, but the…
Abstract
Purpose
Previous research assumes that technologies 4.0, particularly big data, may be highly relevant for organizations to increase human resources (HR) communication strategies, but the research provides little or no evidence on whether and how these tools are applied in employees and labor market relations. This study intends to offer a first insight on the adoption of data-driven HR/talent management approach, contributing to the ongoing debate on the Industry 4.0. This study aims to investigate the use of 4.0 technologies in HR and talent management functions, focusing also on the adoption of big data analytics for internal and recruitment communication.
Design/methodology/approach
The analysis of the literature enables to define the research questions and an exploratory web survey was carried out through a structured questionnaire. The analysis unit of the empirical survey includes the communication and marketing managers of 90 organizations in Italy, examined in the Mediobanca Report on the “Main Italian Companies.”
Findings
Findings highlight a lack of the use of 4.0 technologies and big data analytics in employee and labor market relations and reveal some sectoral differences in the adoption of 4.0 technologies. Moreover, the study points out that the development of HR analytics is hampered by short-term perspective, data quality problems and the lack of analytics skills.
Research limitations/implications
Due to the exploratory research design and the circumscribed sample from a single country (Italy), further cross-national evidence is needed. This study provides digital communication managers with useful insights to improve the data-driven HR/talent management approach, which is a strategic asset for ensuring a sustainable competitive advantage and optimizing business performance.
Originality/value
The study offers an overview about the use of big data analytics in internal and recruitment communications. Considering the alignment between Italian and European trends in the use of big data and in the adoption of HR analytics, the study can provide insights also for other European organization.
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Elena Sinitsyna, Amitabh Anand and Miklós Stocker
This paper aims to propose various theoretical lenses to explore the relationship between internal communication (IC) and its impact on employee loyalty.
Abstract
Purpose
This paper aims to propose various theoretical lenses to explore the relationship between internal communication (IC) and its impact on employee loyalty.
Design/methodology/approach
A systematic review followed by a synthesis of the literature is adopted after identifying articles from various databases such as Scopus, Google Scholar and EBSCO and found that employee loyalty remains a significant gap in organisational IC research. The review will bring greater attention and focus for scholars to check how IC can help increase employee loyalty using the proposed theories – more so for IC in the Asia-Pacific.
Findings
The findings from this paper explicitly highlight that both individual/managerial theories (social cognitive, social identity, social exchange, expectancy and socio-analytic theories) and organisational theories (network, resource-based view and sensemaking theories) are close and relevant to study the IC and employee loyalty.
Originality/value
The value of this review is to move forward the debate on how IC can significantly contribute to developing employee outcomes (loyalty), how it can further enhance employee performance and commitment and what theories better explain this relationship. This review will inspire and inform future scholars to explore IC’s role in employee loyalty in the Asia-Pacific context.
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Danielle LaGree, Katie Olsen, Alec Tefertiller and Rosalynn Vasquez
Motivated by the organizational challenge coined the great discontent, employees are dissatisfied with their jobs, see minimal opportunities for growth and are actively searching…
Abstract
Purpose
Motivated by the organizational challenge coined the great discontent, employees are dissatisfied with their jobs, see minimal opportunities for growth and are actively searching for new roles. This research aims to take a novel approach to internal communication strategy by introducing employability culture and leadership empowerment as mechanisms for supporting employees' career growth and additional positive workplace outcomes.
Design/methodology/approach
An online survey was designed and administered in the United States. The final sample size includes 425 full-time employees working in a variety of roles, industries and work arrangements.
Findings
Findings point to the inherent need for revised internal communication strategy that goes beyond managing and disseminating information. Organizations must develop cultures and their leaders in ways that empower employees and help them understand the meaning of their work. Employability culture, or an organization's support for developing employees' adaptive skills as work roles change, positively predicted employees' perceptions of their career growth opportunities at their current place of employment, employee loyalty and engagement, and job satisfaction. Leadership empowerment behaviors also positively predicted all previously listed workplace variables. These perceptions as influenced by work arrangement (onsite, hybrid, fully remote) and younger versus older generations were also analyzed.
Originality/value
Research findings offer new strategies for internal communications. Internal communication teams can partner alongside executive leadership to develop a culture that helps employees envision how their skills and expertise translates to different areas of the organization, empowering them to find meaning in their work, and be driven to support organizational growth.
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