Talking Back Stage: A Review and Synthesis of Informal Social Communication in Organizations

PurposePrevious research assumes that informal communication may be highly relevant for organizations, but little is known about its actual relevance for employees or its functions and effects. The article aims to examine functions, types and effects of informal communication in organizations.Design/methodology/approachResearch on internal communication usually focuses on formal strategic communication with or among employees. Informal communication between employees in organizations has received far less attention, although a great deal of communication in organizations is informal. Therefore, the present study analyses informal communication in organizations. The authors conducted a quantitative online survey of employees working for different organizations in Germany.FindingsThe authors show that five types of employee can be differentiated regarding their informal communication behavior: the chatterer, the focuser, the strategist, the small-talker and the networker. Moreover, the study demonstrates that informal communication significantly increases employees' perceptions of being informed, as well as their affective commitment, both of which increase job satisfaction. Finally, results show that informal communication does not decrease employees' productivity, but instead helps them to carry out their jobs more effectively.Originality/valueAlthough previous studies indicate that a large part of the communication among employees within an organization is informal, research has rarely dealt with this phenomenon, instead focusing especially on formal communication. This is one of the first papers that focuses on informal communication among employees using quantitative survey data.

Aim: This study aimed to determine the correlation of informal intra-organizational communication with organizational trust and organizational communication satisfaction among Iranian psychiatric nurses. Design: This cross-sectional descriptive study was conducted from October to November 2020 to analyze and visualize informal intra-organizational communication among nurses. Method: The current research was conducted on 154 nurses, head nurses, supervisors, and the matron working at Roozbeh Psychiatric Hospital in Tehran, who were selected using a census method. In order to comply with ethical considerations in sampling for social network analysis (SNA) studies, a list was designed including all 168 nurses working at the hospital. Results: The majority of nurses reported having informal communication with their colleagues, and a significant proportion (47%) believed that information obtained from this informal communication was sometimes valuable for them. The results revealed that nurses’ informal communication network was significantly correlated with organizational trust (p≤0.02, X2=7.81) and communication satisfaction (p≤0.01, X2=21.82). Conclusion: Informal communication in the nursing workplace should not be overlooked. Given the physical, psychological, and organizational impacts of informal workplace communication on nurses working at hospitals and healthcare centers, nursing managers and policymakers should develop systematic and precise plans to recognize, prevent, and manage this phenomenon.

English French and the origin of the definition of communication in our language, corresponds to the meaning of the word communication in French and English. The origin of the word means to share, to make common, and one of the goals of communication is to consent. The only purpose of being able to reach a partnership is to share feelings, thoughts and information with each other. The definition of communication in a general sense is the process of Deciphering meanings between individuals who interact with each other. Information is shared spontaneously between individuals in institutions arising from the obligation to work Decently in business life. Organizational communication, on the other hand, covers the flow of legal and illegal data in an open and step-type system. Formal communication is the communication system that occurs in accordance with the organizational structure of the enterprise. The bond between the subordinate and superiors gains functionality depending on formal communication. Dec. The purpose of formal communication is to obtain the necessary information for the group, to create the desired attitude for employees to be satisfied with the job, and to transfer information to the relevant people when necessary. The formal communication system shows the channels that are connected with the hierarchical structure of the organization and transfer information with the environment. Non-formal communication; natural groups within the organization, friends, family, etc. it shows the organizational communication channels that work in the direction of satisfying their needs and are based on personal relationships. Communication related to form has the role of ensuring the connection and coordination between the different organs, elements and tasks of the organization, as well as ensuring organizational integrity, determining responsibilities and fulfilling tasks. Dec. Organizational communication is not maintained only through formal channels created within the framework of a hierarchical order determined by the organization. Apart from this formal structure, another of the channels that provide organizational communication is non-formal communication channels. It is impossible to block non-formal communication, it is really important that the manager manages to turn this communication channel in favor of business purposes. The good functioning of formal communication channels is not always sufficient for organizational communication. No matter how well these channels work, non-formal communication will definitely arise due to issues arising from the need to socialize, such as friendship, sharing interests in every environment where people are together Key Words: Educational Institutions, Organizational Communication, Communication Function, Communication Method

PurposeThis study examines the functions of informal communication in organizations. Informal communication can be characterized as any interaction within an organization in which two or more individuals assume personal roles rather than their professional roles and in which employees do not intend to solve work-related problems. Despite its central role in organizations, a comprehensive understanding of the specific functions of informal communication within workplace dynamics is lacking.Design/methodology/approachWe reviewed existing literature to identify the functions of informal communication and then surveyed employees (N = 1,380). We asked them to indicate their agreement with statements measuring the functions of informal communication that we derived from the literature.FindingsUsing exploratory factor analysis, we identified four core functions: stress management and recreation, nurturing private relationships, fostering a sense of belonging and connectedness and facilitating information exchange and coordination. We then examined how these core functions related to job-related and sociodemographic characteristics. Our findings underscore the importance of informal communication in organizations, particularly in facilitating the development and maintenance of social relationships as well as information exchange and coordination, both of which play critical roles in organizational success.Originality/valueThis study is among the first to systematize the functions of informal communication in organizations and to empirically extract core functions that can be used for further research. It is also highly relevant to practitioners of organizational management and organizational communication.

This study aims to describe the structure of communication in school organizations and the role of communication in educational management. This research is a library research where the theory is taken from literature data which is then studied and analyzed in order to obtain a conception to obtain objective results. The results show there are several forms of communication structures in school organizations. There aresome kinds of communication in organization namely formal communication, non-formal communication, informal communication, technical communication and procedural communication. The communication structures in school organizations are downward communication, upward communication, horizontal communication, and diagonal communication. The role of communication in education management is communication as a source of educational information, communication as a controller and coordination, communication as planning and achieving goals, and communication as an effort to increase motivation.

Objective: This study investigates the effect of communication strategies on organizational performance at Mohammed Goni College of Legal and Islamic Studies, focusing on formal and informal communication and their impact on institutional effectiveness. Theoretical framework: The study is based on organizational communication theories, emphasizing the role of structured communication in enhancing clarity, decision-making, and institutional coordination. It also considers the potential challenges of informal communication, such as misinformation and ambiguity. Literature review: Effective communication strategies are pivotal in enhancing organisational performance. Prior studies highlight that clear, consistent, and transparent communication fosters employee engagement, reduces conflicts, and promotes alignment with organisational goals. Strategic internal and external communication improves decision-making, coordination, and adaptability to change. Moreover, communication that integrates feedback mechanisms enhances innovation and productivity. Methods: A quantitative research design was adopted, utilizing structured questionnaires to collect data from 335 staff members, selected through simple random sampling. The data were analyzed using regression analysis with SPSS version 27 to determine the relationship between communication strategies and organizational performance. Results: The findings indicate that formal communication has a positive and statistically significant impact on organizational performance, reinforcing its role in ensuring transparency, consistency, and goal alignment. Conversely, informal communication shows a weak negative relationship with performance, suggesting challenges related to the spread of inaccurate or inconsistent information. Implications: The study highlights the necessity of strengthening formal communication channels while effectively managing informal communication to minimize its negative impact. Implementing structured communication policies and training programs can enhance clarity and efficiency within the organization. Novelty: This research provides a structured analysis of communication strategies within an academic institution, offering insights into their implications for performance. It underscores the importance of balancing formal and informal communication to optimize organizational outcomes. Prioritizing formal communication mechanisms while mitigating the risks associated with informal interactions can significantly enhance organizational efficiency and goal achievement.

This study aims to explore and discover the model of organizational communication effectiveness on learning in MI Modern Raudhatul Ma’arif, Muara Bungo, Jambi. Effective communication among teachers, school staff, and students plays a crucial role in formulating clear learning objectives and facilitating a better understanding of academic expectations. Communication enhances teaching quality by supporting open exchanges of knowledge and experiences. The involvement of parents is considered crucial, and strong organizational communication can strengthen collaboration between the school and families. Limited organizational communication can lead to misunderstandings, job dissatisfaction, and obstacles to achieving optimal educational outcomes. A qualitative method with the Grounded Theory approach was employed, involving various stakeholders such as teachers, students, parents, and administrative staff. This research is essential in understanding how organizational communication influences learning, teaching quality, and parental involvement in the continuously evolving education landscape. The study findings indicate that MI Modern Raudhatul Ma’arif has successfully established harmony between formal and informal communication, making organizational communication a cornerstone in achieving school objectives. The holistic and effective organizational communication model in MI Modern Raudhatul Ma’arif can serve as an example for other schools, providing a foundation for an inclusive, transparent, and positive educational atmosphere.

The author discusses how social media use has radically redesigned the ordinary practices of organizational (formal and informal) communication. Therefore, social media are described as a new class of technologies that may alter organizational dynamics in profound ways. Given this finding, the chapter attempts at explicating how and to what extent social media merge with ongoing communicative processes that occur within and constitute organizations, arguing that they may affect particular organizational processes that are of great interest to communication researchers.

The COVID-19 pandemic has been a major test of resilience for the global aviation industry, particularly the air cargo sector, which plays a vital role in maintaining logistic supply chains. This study examines how organizational communication serves as a key pillar in building resilience among Indonesian cargo airlines following the crisis, with a focus on the case study of PT. Tri M.G. IntraAsia Airlines. Using a descriptive qualitative approach through in-depth interviews, observation, and internal document analysis, this study found that integrating formal and informal communication was key to the organization’s success in maintaining operations, supporting employees’ psychological stability, and accelerating service recovery. Formal communication provides structure and clarity in decision-making, while informal communication strengthens solidarity, trust, and the speed of information flow. When combined with communication digitization and empathetic leadership, both together form an adaptive long-term resilience infrastructure capable of withstanding repeated disruptions. Theoretically, this study extends the application of Situational Crisis Communication Theory (SCCT) by positioning organizational communication as the foundation of strategic resilience. Practically, the study offers recommendations for the cargo industry to develop communication strategies that are symmetrical, empathetic, and technology-based to strengthen organizational competitiveness and sustainability in the post-crisis era.

Communication is imperative to business (Chancellor, Layous, Margolis, & Lyubomirsky, 2017; Downs & Adrian, 2004). Successful formal workforce communications are timely and appropriate with expressed limitations, and have positive impacts on productivity and employee wellbeing (Downs & Adrian, 2004; Smidts, Pryun, & van Riel, 2001). Conversely, misinformation and inadequate data elevate employee stress levels and lead to reliance on collective sense-making within one's intimate social network (Bordia, Jones, Gallois, Callan, & DiFonzo, 2006; DiFonzo & Bordia, 2007a, 2007b). Social networks are a system of interpersonal bonds that form through regular engagements (Nelson, 1989; Rank, Robbins, & Pattison, 2010); rumors, defined as unsubstantiated, relevant statements, are one means in which employees collectively cope within the network (Bordia et al., 2006; DiFonzo & Bordia, 2000, 2007a; Rosnow, 2001). This research seeks to determine factors that may inhibit and promote rumors, specifically "How does dissimilarity influence the rumor network? What is the role of the communication climate?" The management team of a mid-Atlantic federal organization served as the sample population. Data collection included archival demographics from the sample site's Human Resource department and a one-time online survey to gather respondent rumor network ties, sentiment toward organizational communication and justice perceptions, and dissimilarity variables. I studied the rumor network attributes (informal and formal communication network comparison, dominant network threshold state, and ego network density) to evaluate information flow and network features that influence rumor participation. Organizational communication was evaluated through general organizational perspective and horizontal informal communication satisfaction regarding the dissemination of external influences and overall performance and interactions within one's peer group (Downs & Adrian, 2004; Downs & Hazen, 1977). I utilized formal procedure and interactional justice to understand the influence that employee fairness perceptions of formal policies and supervisory implementation of those policies may have on rumor engagement and communication satisfaction (Moorman, 1991). Educational level and functional specialty were employed to assess the association of informational dissimilarity and one's propensity to share rumors with like and unlike others. I performed linear regressions and t-tests to analyze my hypotheses. My findings support the notion that the formal and informal networks are different, highlighting that informal social ties present more opportunity for rumor engagement than formal ties. Additionally, the dominant network threshold state (positively) and ego network density (negatively) influence one's participation in the rumor network. The effect of informational dissimilarity was partially supported with a positive association between functional similarity and rumor sharing, while educational and functional dissimilarity were not significant. The results also do not corroborate an impact of communication satisfaction or justice perceptions on rumor activity. However, a positive interaction was identified between communication satisfaction and justice perceptions. For practical application, I recommend that management evolve from mere rumor control to leveraging the rumor network. Organizations can harness the pre-existing networks of social (rumor) influencers to parallel formal communication, enhancing clarity and affirmation of workforce messages. As functional similarity and shared organization department are positively associated with rumor sharing, I suggest that supervisors assess the valence of rumors and whether engagement interferes with productivity or if the collective sense-making encourages social bond formation. If the valence is positive and the rumor is not disruptive, the bonding interaction may promote collaboration in other workplace scenarios. Organizational leadership should also give attention to ensure all parties are considered and represented in policy formation as the fairness of formal procedures has a positive influence on communication satisfaction. Additionally, I suggest a period evaluation of management teams perceptions of communication satisfaction and justice as their sentiments are found to diffuse throughout the total workforce (Ambrose, Schminke, & Mayer, 2013; Degoey, 2000; Masterson, Lewis, Goldman, & Taylor, 2000).

Communication is a basic process of organization. When one conceives the organization as an everchanging system of interactions (White, 1992), one notes that communication aids in the development and maintenance of organizational purposes as its members motivate, inform, and inspire each other. In other words, communication is the ‘nerve system’ that makes organizations and organizational units cohere and permit their members to coordinate all work efforts. It is conventional to make a distinction between the formal and informal aspects of communication in organizations. Informal communication arises from the people’s needs for relatedness, affiliation, and security, and emerges spontaneously, whereas formal communication describes the organizationally blue-printed work-related linkages between employees. Informal communication is ‘emergent communication’ naturally occurring (e.g., Monge & Contractor, 2003). In contrast, formal communication is imposed, or mandated, representing the legitimate authority of the organization and is reflected by the organizational chart (Aldrich, 1976). In the past, communication was solely based on face-to-face contacts. In history there have been several milestones that broadened the number of available communication channels and eased the way of communicating. Since the early beginnings, the predominantly face-to-face communication was gradually complemented with written media, in particular, since the production and use of paper (Johannes Gutenberg 1397-1468). This process gradually spread all over the world. Centuries later, in the 1870s, two inventors, Elisha Gray and Alexander Graham Bell both independently designed devices that could transmit speech electrically. The telephone was invented. Again, a century later in the early days of computers, visionaries foresaw offices and factories humming with self-propelled robots. Today, a more likely vision has the firm humming with communicating employees. Most organizations have installed a complex network of interconnected computers that are embedded in a world of cyberspace, complemented with computer-based telephones and videoconferencing technologies. Organizations have now a very broad (and increasingly broadening) choice to orchestrate their formal and informal channels of communication, but at the same time the challenge to properly utilize the manifold possible media ensembles. Research is still in the very early stages to offer insights in how to managerially orchestrate the wide range of communicational channels. This article attempts to shed some light at the determination of media ensembles by formal and informal communication.

PurposeThe purpose of this study is to deconstruct the term “tribalism” for its application to foster context and industry-based corporate social responsibility (CSR) communication system in Nigeria.Design/methodology/approachThis research used both the qualitative and quantitative research methods of data collection; it is an in-depth survey with multiple data collection settings.Findings(1) There is a pattern of CSR communication across the three industries sampled. (2) CSR across three industrial sectors is much about “donation” and “gift”. (3) CSR functions are now in a stand-alone corporate communication department. (4) CSR communication lacks the participatory mechanism to really involve the host communities' concerns. (5) Across the four organizations, CSR communication is often as financial or annual reports. (6) There is a general feeling and understanding that CSR and corporate communication in corporate organizations in n Nigeria require a more participatory mechanism. (7) CSR policy in Nigeria is till much of legal enforcement and efforts to have a national CSR commission has gone beyond legislation process.Research limitations/implicationsThis research was only able to collect data from four selected organizations representing just three industrial sectors (freight-forward, banking/finance and insurance) in Nigeria. There was no external funding to capture more organizations.Practical implicationsThe first implication of the findings of this study is that, for the practice of CSR and communication by corporate organizations in Nigeria, the system is much a top-down and non-participatory. This means host communities and other stakeholders do not have considerable participation in the organization's CSR and communication process. The companies in this study select or budget for CSR interventions they consider valuable to communities in most cases. This pattern of CSR operation cuts across the four selected organizations in this study. Thus, it could be argued that this pattern is an industrial/national phenomenon because all the respondents indicated that their organizations operate CSR based on what other related companies do in Nigeria. Second, the fact that CSR and communication by corporate organizations in Nigeria are regulatory influenced means many organizations may try to evade CSR activities by not budgeting for it.Social implicationsMeanwhile, in this study, deconstructing the evolutionary perspective which sees tribe as a primitive form of organization and relation characterized by the absence of a centralized collaborative system, it is argued that tribalism can catalyze systemic participation and oneness. In line with this perspective, tribal corporate organizations in Nigeria would model an alliance for CSR and communication system on proximity of operational context, that is, Nigeria. Being part of a tribe, corporate organizations as against the public ones will represent an identity reference for social corporate communication in Nigeria.Originality/valueDespite the theoretical problematic issues raised by the notion of tribe, it is deconstructed in this study to define modes of social organization, and it reflects native perceptions of a changing collective identity. Thus, it is also argued in this study, that there will be an increase in works on tribalism in organization communication and CSR in Nigeria as emerging business and global market will continue to shape the operation environment.

This chapter investigates the role of WhatsApp in informal communication at Brazilian companies, highlighting the challenges faced by employee communications areas. As we are living in an increasingly connected and interdependent world, individuals and businesses adhering to new forms of communication, especially those allowing quick access, reading, and comments. The authors propose that this app mediatizes informal communication in organizations—what brings potential opportunities and challenges to improve employee communication at a time of media ubiquity, decrease in physical boundaries, and an increasing exchange of information, regardless of whether they are, in fact, establishing a process of dialogue and belonging.

Background Effective communication both formal and informal plays a crucial role in shaping a positive school climate, enhancing teacher job satisfaction, improving student performance, and supporting the successful implementation of educational programs. Purpose This study aims to quantitatively examine the influence of organizational communication and informal communication on the school climate at SDN Kowel III Pamekasan. Research Methodology A correlational quantitative research design was employed by distributing questionnaires to a sample of 27 participants. Hypothesis testing was conducted using t-tests and F-tests. Result That organizational communication did not have a significant effect on the school climate, as indicated by the t-value of -0.351, which is less than the critical t-table value of 2.056 at α = 0.05; thus, H₀ is accepted. Conversely, informal communication had a significant positive effect, with a t-value of 2.957 exceeding the t-table value, indicating H₀ is rejected. The F-test further showed a simultaneous effect of both variables on the school climate, with an F-value of 9.784 > F-table value of 3.40. Conclusion Although organizational communication alone was not individually significant, in combination with informal communication, both contributed positively to fostering a school climate characterized by flexibility, responsibility, and recognition.

The aimed of this study was to explore the estimations of experts in the field of communication, focusing on grouping communication in organizations. The results of the study exposed that communication consist of two kinds; oral and written communication, verbal and non-verbal communication, formal and non-formal communication, upward, downward and sideways communication. Oral communication is directly communication done by the people, while written communication focuses on writing as a medium of communication. Verbal communication is less different with verbal communication; it emphasizes the sound (voice), while non-verbal communication is done by using symbols. Formal communication is communication that follows the organizational structure, while informal communication is a type of communication that is socially approved, and its orientation is not on the organization, but rather on the individual. Downward communication shows the flow of information from superiors or superiors to subordinates to state goals improve attitudes, form opinions and others. Upward communication is communication or messages conveyed from subordinates to leaders, while lateral communication is communication that flows between functions within an organization, needed for coordination and integration of different organizational functions.