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Article
Publication date: 1 December 2005

Hanna K. Kalla

This article's purpose is to explore the multidisciplinary nature of internal communications, and argue that an integrated approach to internal communications is beneficial when…

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Abstract

Purpose

This article's purpose is to explore the multidisciplinary nature of internal communications, and argue that an integrated approach to internal communications is beneficial when assessing knowledge sharing in organisations.

Design/methodology/approach

This article presents a review of relevant current literature, and explores the issue through qualitative interview data from a world‐leading multinational companies (MNC).

Findings

The empirical data provide support for the integrated view, and also enhance our understanding of knowledge sharing as an important and strategic function of integrated internal communications.

Originality/value

The integrated perspective here contributes to the understanding of internal communications in two ways. First, it draws from the domains of business, management, corporate, and organisational communication, which together incorporate both practical and theoretical knowledge. Second, it includes all formal and informal communication that take place inside an organisation.

Details

Corporate Communications: An International Journal, vol. 10 no. 4
Type: Research Article
ISSN: 1356-3289

Keywords

Book part
Publication date: 8 August 2013

Tanja Sedej and Gorazd Justinek

The chapter presents a senior management view on the role of new and technologically advanced tools, such as social media in internal communications.

Abstract

Purpose

The chapter presents a senior management view on the role of new and technologically advanced tools, such as social media in internal communications.

Design/methodology/approach

We conducted 23 in-depth interviews with senior managers of large- and medium-sized companies in Slovenia.

Findings

The results obtained in the research confirmed that the senior management possess a strong awareness of the importance of internal communications in managing their organizations. Moreover, many top managers even pointed out that internal communications play a crucial role, and add value to the business performance through more motivated employees and that social media in the context of internal communications are vivid and growing in importance.

Implications

The study provides a starting point for further research in this area. However, the core policy recommendation would mainly be focused on internal communication experts, who must no longer underestimate the urgency of developing communication programs that help employees and senior management start working with social media successfully.

Originality/value

The research presents a new — senior management view on the role of social media in internal communications.

Details

Social Media in Human Resources Management
Type: Book
ISBN: 978-1-78190-901-0

Keywords

Article
Publication date: 1 April 2000

Saadia Asif and Adrian Sargeant

The increasingly competitive financial service environment has recently forced organizations to consider the role that their employees might play in the attainment of a genuinely…

5502

Abstract

The increasingly competitive financial service environment has recently forced organizations to consider the role that their employees might play in the attainment of a genuinely sustainable source of competitive advantage. The role of internal communication has thus acquired particular significance as organizations strive to communicate customer needs, organizational values etc. to staff working at every level and, moreover, to encourage staff to maintain a two‐way dialogue with management. It is the purpose of this article to model this communications process, examining the nature of the process, the outcomes thereof and those variables that have the capacity to moderate outcomes, in the context of two UK Clearing Banks. A qualitative approach based on grounded theory has been adopted.

Details

European Journal of Marketing, vol. 34 no. 3/4
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 23 July 2020

Tauheed Ahmad Ramjaun

The purpose of this paper was to investigate the practical issues and challenges faced when managing a corporate brand internally within a charity context from perspectives of…

Abstract

Purpose

The purpose of this paper was to investigate the practical issues and challenges faced when managing a corporate brand internally within a charity context from perspectives of both senior managers and grassroots volunteers.

Design/methodology/approach

An interpretive exploratory approach was adopted, where emphasis was placed on giving voice to participants considered as knowledge agents. Data collection methods included a combination of interviews and participatory observation. In-depth qualitative interviews were carried out with seven volunteers (including five branch chairs and one trustee) and five senior managers (chief executive officer [CEO], head of fundraising, national and regional directors and head of information and helplines). Participatory observations included visits in five branches as well as participation in two volunteer-targeted events.

Findings

Findings from this study revealed the complexities of managing a charity brand internally with several issues and challenges relating to internal communications. Also, three major themes emerged from insights gathered from both senior managers and volunteers, which are as follows: (1) internal brand clarity, (2) internal relational communications and (3) internal brand presence.

Originality/value

The key contribution of the paper lies in exploring the challenges of managing a corporate brand internally from both the perspectives of senior management and volunteers within a unique charity context. The study adds insights on the issues and tension faced by charities in managing their brands internally and provides a series of practical recommendations that might help charities in strengthening their brands from inside.

Details

Corporate Communications: An International Journal, vol. 26 no. 2
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 20 September 2021

Argyro Elisavet Manoli and Ian Richard Hodgkinson

Relative to the increasing focus on organisations’ outward communication consistency and coherency, the internal communication taking place between different organisational…

Abstract

Purpose

Relative to the increasing focus on organisations’ outward communication consistency and coherency, the internal communication taking place between different organisational functions is under-explored. The study aims to address the following two research questions: What form does cross-functional communication take within organisations? How do features of the communication work climate influence the form of cross-functional communication?

Design/methodology/approach

The study draws on qualitative data generated from semi-structured interviews with media and marketing managers from 33 professional football organisations operating in the English Premier League.

Findings

Thematic patterns between internal communication practices and different communication climates lead to the development of a new internal organisational communications typology, comprising: Type 1: collaborative symmetrical communication (cohesive climate); Type 2: unstructured informal communication (friendly climate); and Type 3: cross-functional silos (divisive climate).

Originality/value

Internal organisational communication practices are deemed fundamental to organisational success, yet there remains limited empirical evidence of the form such practices take or how they interact with features of an organisation’s communication climate. The study introduces a new internal organisational communications typology to develop and extend the theory and practice of internal marketing communications.

Book part
Publication date: 7 November 2017

Donnalyn Pompper

The time is right for renewed and updated attention to the relationship between public relations (PR) and human resources (HR) departments in the context of corporate social…

Abstract

The time is right for renewed and updated attention to the relationship between public relations (PR) and human resources (HR) departments in the context of corporate social responsibility (CSR) and sustainability. For too long, conflict between the two practice areas has obscured opportunities for collaboration which benefits organizations and stakeholders. This chapter offers theoretical underpinnings for examining an interdepartmental, cross-unit working relationship between HR and PR – and advances a vision for why it is needed now.

Details

Corporate Social Responsibility, Sustainability, and Ethical Public Relations
Type: Book
ISBN: 978-1-78714-585-6

Keywords

Article
Publication date: 16 August 2023

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.

Details

Corporate Communications: An International Journal, vol. 29 no. 2
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 25 November 2021

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…

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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.

Article
Publication date: 11 May 2018

Marta Ingelmo Palomares, Cristina Navarro and José Ángel Sanz Lara

The purpose of this paper is to explore the factors that influence the success of internal communication in Spanish companies, specifically the importance of the channels used…

2903

Abstract

Purpose

The purpose of this paper is to explore the factors that influence the success of internal communication in Spanish companies, specifically the importance of the channels used, activities conducted through ISM and the role played by the communication professional.

Design/methodology/approach

The model employed argues that to obtain success in internal communication, three factors are considered necessary: first, communication professionals must participate in strategic decisions; second, they have to use together social media channel and classical channel to communicate with employees; and finally they must choose which activities they carry out during the use of social media. These elements are developed in the literature review. To research practices of internal digital communications and level of success of internal communication across types of organizations, a quantitative survey between professionals from Spanish companies was conducted.

Findings

The results revealed that the hierarchical level, participation in the strategic decision process and dedication of the communication practitioner, alongside with the use of face-to-face and online communication channels, and the perceived importance of communication activities conducted through social media platforms are the key factors that influence the quality of internal communication. However, no significant relationship between the level of success and the use of social media channels was found.

Research limitations/implications

The current study has several limitations that should be noted and addressed in future research. The main limitation lies in the fact that the dependent variable – success in communication – is entirely based on communication professionals’ perceptions. Replication studies can be conducted to cross-validate the results obtained from this study using business outcome metrics to measure the communication effectiveness. A further limitation is related to the sampling procedure. Obtaining a representative sample of communications professionals in Spanish companies poses a number of limitations due to the impossibility of having accurate data on the total population.

Practical implications

The findings of the current study provide important implications for public relations professionals on what (i.e. the content) and how to (i.e. the channels) communicate within an organization. In general, internal communicators should move from historical roles as information producers and distributors to advisory roles in strategic decision making. Additionally, the implementation and use of ISM should be carefully revaluated. Communication practitioners should examine and address the difficulties involved in choosing the correct channels, devoting the necessary time to their adequate management, analyzing employees’ feedback and improving the engagement.

Originality/value

The study shows that internal communication practices in Spanish companies are changing. The model used in this research can be applied in an individual organization to evaluate what factors improve the communication of its employees and carry out additional research in other countries or types of organizations to identity new challenges.

Details

Corporate Communications: An International Journal, vol. 23 no. 3
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 1 April 2002

Janet L. Colbert

International Standards on Auditing (ISAs) require external auditors to communicate with the client’s governance body regarding significant matters which came to the auditors’…

6942

Abstract

International Standards on Auditing (ISAs) require external auditors to communicate with the client’s governance body regarding significant matters which came to the auditors’ attention during the engagement. Similarly, the authoritative Practice Advisories (PAs), issued by the Institute of Internal Auditors (IIA), mandate that internal auditors discuss certain items with the board. Thus, the governance body/board should be receiving information from two groups of auditors. Compares and contrasts the requirements of the ISAs and PAs with regard to communications with the governance body/board. The differences in the communications to the governance body/board by the external and internal auditors derive mainly from the focus of each group. The external auditors serve those users external to the organization; in contrast, internal auditors serve the board, which is responsible for the internal aspects of the entity. Besides communication on financial issues, the board also desires information on operational and compliance matters. The comparison of the international external auditing and the internal auditing standards shows that some information received by the governance body/board is similar. However, much is unique. Both groups of auditors aid the governance body/board in achieving its objective of guiding the entity to carry out its mission effectively and efficiently

Details

Managerial Auditing Journal, vol. 17 no. 3
Type: Research Article
ISSN: 0268-6902

Keywords

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