The Impact of Artificial Intelligence-mediated Communication Strategies on Organization Performance

Strategic decisions are long term, highly unstructured, complex, inherently risky, and have a great impact on the future of the organization. Strategic decisions are those important decisions that typically require a vast number of organizational resources, and consideration of the firm’s environment consideration. Decision-making is so important that none of the managerial functions can be performed without it. Decisions influence organizational direction, administration, and structure. Decisions can be costly or beneficial depending on the approach of the decision-making process, the quality of the decisions made. In this regard, strategic decision- making should be well communicated. In an organic company with a stated focus on the people who make it up, its flexibility allows important information to arrive in necessary doses, impacting daily decisions and in the organization itself, with no conflicting messages to the market and simplifying the process of an implementation strategy. Communication holds several fences to implementing a strategy in a company. The strategies of communication are created when there is a crisis or a major event clearly requiring communication issues to be resolved. Most companies understand and appreciate the importance of creating strategic plans to drive decision making over the long term. Strategic and proper communication gives a channeling on how to deal with upheavals such as major changes in the company or organization, layoffs and downsizing, and technological change. The idea is that the companies cannot organize organizational resources without knowing where the organization wants to be and how it will get there, hence effective communication is a key factor to consider. This paper sought to establish the relationship between strategic decision making, the organizational performance and the role of strategic communication on the relationship. The paper adopted a qualitative research design and used secondary data. A critique on previous studies done by scholars. A significant relationship between strategic decision-makings and organization performance was established. The paper revealed that strategic decision-makings and organization performance will be incorporated as such decision support system these factors will be the catalyst between strategic decision-makings and organization performance. The paper recommended that responsible managers should be geared towards facing and tackling the challenges of strategic communication like poor authority structure, lack of coordination and support from other management levels and resistance from lower levels and poor planning activities in order to realize better performance. Keywords: Strategic Decision-Making, Strategic Communication, Organisational performance

This study aims to examine the impact of ESG management activities (independent variable) on organizational trust and organizational commitment (mediating variables), as well as organizational performance (dependent variable), among members of large manufacturing enterprises. Additionally, it investigates the moderating effect of job position on the relationship between ESG management activities and organizational performance. For the empirical analysis of this study, data were collected from 561 employees of three large manufacturing companies—Company L, Company H, and another Company H—all of which have implemented and are practicing ESG management. The data were analyzed using SPSS 29.0 and structural equation modeling (SEM: AMOS 29.0). The key findings from the empirical analysis are as follows: First of all, all three ESG factors—environmental (E), social (S), and governance (G)—had a positive effect on organizational trust. The environmental and governance factors had a positive effect on organizational commitment. However, the social factor exhibited a negative effect on organizational commitment. The environmental factor showed a negative effect on organizational performance. By contrast, the social and governance factors had a positive effect on organizational performance. Organizational trust was found to enhance organizational commitment significantly, confirming that employees who trust their organization are more likely to be committed to it. Fifth, a strong sense of trust in the organization was shown to contribute positively to organizational performance and competitiveness. Organizational commitment positively impacted organizational performance, reinforcing the idea that highly committed employees contribute to better outcomes. Finally, this study confirmed that job position moderated the relationship between ESG management activities and organizational performance, indicating that employees at different hierarchical levels perceive ESG management’s impact differently. This study expands the research scope of ESG management beyond marketing, HR, and service industries to focus on employees in large manufacturing enterprises. This provides new insights into how ESG initiatives influence internal organizational dynamics. This study is meaningful in that it provides a foundation for expanding future research into the field of finance or other areas of the manufacturing industry. From a practical standpoint, the findings highlight the necessity of strategic initiatives to ensure that employees fully understand and engage with ESG-related policies. To successfully implement ESG management, organizations must develop effective communication and integration strategies that foster employees’ recognition of ESG initiatives.

This study aims to analyse the relationship between internal communication and organizational performance. It was carried out at Natixis in Portugal, a company in the banking sector, which structured and outlined an organised, original, and creative internal communication strategy in record time during COVID-19. Quantitative research was carried out through a survey questionnaire of 160 Natixis employees so that we may have a perception of the impacts of a well-designed internal communication strategy on the employees of this company. The results show that the original and creative communication strategy used by the company made a positive contribution to the employees' organisational performance, also contributing to the establishment of interpersonal relationships between employees, even at a distance, and the feeling of belonging and identification with the organisation under study. Overall, the results of this study provide a better understanding of the role of internal communication in organisations and how essential it is.

This study aimed to analyse the effect of communication strategy on the relationship between strategy execution and organisational performance of universities. The proposed constructs of independent variables were organisational level of analysis (organisational size, organisational structure, organisational culture, and reward system), and communication strategy. Specifically, the communication strategy was tested as a moderator. In other words, the effects of these three constructs were measured against organisational performance. The study was developed based on general system theory and contingency theory. The total respondents were 236 and all of them are working with the higher education institutions in Palestine. Based on SEM-PLS to analyse the data, the study found that specific strategy execution with a specific communication strategy produced better organisational performance. Finally the findings provide invaluable implication to theory and practice on execution of strategy of service based institutions like universities.

Today’s competitive business environment has witnessed the significance of effective internal communication and its flow as crucial variables impacting collaboration among workers and allowing the organization to function successfully. This paper seeks to assess the contribution of internal communication to the organization’s level of performance by specifically identifying tools used by the employees in the organization to communicate internally. In addition, the study aims at determining the perceptible effects of internal communication to on organizational performance. A qualitative survey questionnaire with a size of 150 questionnaires was conducted together with interviews and observations and the data obtained were analyzed using the Software Package for Social Sciences. The results have validated the connection between the internal communication tools used and the performance of the organization. Organizations found to be using multiple tools of internal communication that produce a positive contribution for better performance and with the presence of scatted employees work station as in the municipal case, face to face communication through conference and mobile telephone were mostly preferable than an internal memo and email address due to poor Information and Communication and Technology (ICT). The employees sighted the benefits of internal communication in their organization performance since their activities were planned and implemented by internal communication and hence employees were able to remind each other of the working agreement as the principle to achieve organization plan and objectives. Internal communication in the public institution has several positive contributions to better organizational performance and the organization may quickly employ its activities with accurate performance when internal communication is well utilized. However, some public organizations like the council faced same challenges such as late timing, information leakage among staff, poor effective internal communication strategy, communication breakdown and poor channel of communication.

The study examined the effect of communication strategies on organizational performance in selected nursery schools in Uyo. Specifically, it aimed to; assess the impact of teacher-parent communication on staff satisfaction, evaluate the effect of internal staff communication on organizational performance, and determine how feedback mechanisms influenced staff satisfaction and performance. The study adopted a survey research design and was conducted in 23 registered nursery schools within Uyo metropolis. The sample size for the study was 200 derived from the 220 questionnaires distributed. Data were collected through a structured questionnaire based on a four-point Likert scale. The findings revealed that effective teacher-parent communication enhanced staff satisfaction, strong internal staff communication improved teamwork and efficiency, and structured feedback mechanisms boosted staff motivation and overall performance. The study concluded that effective communication strategies significantly improved organizational performance in nursery schools by fostering job satisfaction, collaboration, and efficiency. Based on the findings, it was recommended that schools should strengthen teacher parent communication through regular meetings and digital platforms, clear communication policies should be implemented to enhance internal staff collaboration, and structured feedback mechanisms should be adopted to improve motivation and organizational effectiveness. These strategies would contribute to better management practices and improved educational outcomes.

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.

Purpose: The current study aimed to investigate the extent to which strategy implementation affects organizational performance in Kenyan pharmaceutical manufacturers, Methodology: A census sample of all 20 pharmaceutical manufacturing companies registered in Kenya at the time of this research was used. Questionnaire data was used to collect data from 74 respondents sampled purposively from to ensure they met the pre-defined inclusion criteria. A linear regression model comprising resource allocation, effective communication, employee support and training, and strategic leadership as the constructs of the independent variable strategy implementation was the basis of statistical analysis to estimate influences of strategy implementation factors on the dependent variable, organizational performance. Findings: Effective communication (p-value = 0.000) and resource allocation (p-value = 0.001) significantly impact organizational performance. Employee support and training (p-value = 0.044) also contribute, but less so. Strategic leadership (p-value = 0.260) was not significant, suggesting leadership effectiveness depends on contextual factors like culture, size, and structure. Unique Contribution to Theory, Practice and Policy: Based on these findings, it is recommended that pharmaceutical manufacturing firms in Kenya prioritize effective communication and strategic resource allocation as key drivers of organizational performance. They should consider adopting targeted communication strategies for clarity and alignment, besides robust financial planning to direct resources toward high-impact initiatives. Moreover, the firms should ensure that employee support and training complement communication and resource allocation strategies. Lastly, companies should evaluate their strategic leadership structures, based on the realization that their impact may vary based on contextual factors such as organizational culture and structure.

Organizations perform various activities to establish and accomplish their organizational objectives. The aim of this study was to find out the role of management in organizational performance. The study is based on the following objectives: to find out whether workers’ motivation influences organizational performance in Morogoro Railway Station, and to determine whether effective communication can influence organizational performance. The study used a survey design because it allows the researcher to use a representative sample from the population. The sample size of the study was 40 respondents. In this report both quantitative and qualitative data methods were used. The findings show that Cooperation among workers was 85.7%, followed by 89.5% where Communication strategies introduced in Tanzania Railways Corporation will be successful 89.5% and 66.7% of staff seem to work as a team while 66.7% have great significant toward organizational performance.
 Finally, the Government should continue to revamp Tanzania Railways Corporation in order to cater services in a wide range and nearby countries and, recruit more employees for efficiency job performance. On the other hand, employees should be committed to accomplish their daily routine activities, utilize time effectively for the success of the organization, and Management should continue providing information to employees in order to make them aware of what is going on.

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Factors affecting integration of strategic planning and leadership effectiveness on organization performance. A case of Ambo University Guder Campus. They was identify gap which are planning fails when it doesn’t support from top management and represent calculation style of management not commitment style participate people in journey and spoils. Many good ideas die before having a chance to be tested. Development and approval of innovations would shepherd new ideas through the long and tedious review and approval process in organizations. This study was using mixed research approach. Sampling technique used by simple random sampling. Sample sizes of 270 respondents chosen, distributed questionnaires and interview. Data analyze by STATA 13. Findings exposed that; strategic implementation, strategic monitoring, resource based strategy, governance body, financial management, employee empowerment affects creativity and innovation performance positively. It was also exposed that the strategic planning committee, inter-institutional linkages, community connection affects negatively whereas communication strategies has a positive statistically insignificant. They concluded that there are troubles opposite an organization while implementing strategic planning and leadership effectiveness. Based on the study it is suggested that campus need to develop their strategic monitoring, implementation, participation with community connection, maintain and planned based on campus resource strategy, organize strategic planning committee members based on experience and knowledge, governance body accomplish based on procedure and regulation of an organization, to perform all-embracing employee empowerment (awareness) establishment programs to modernize and effective maximize regularity of financial management.

The horticulture sector is estimated to employ over 50,000-60,000 people directly and 500,000 people indirectly through affiliated services to the industry for example farm inputs, transport, packaging and banking (Kenya Flower Council, 2010). It is therefore imperative that the welfare of the workers working in this sector is given paramount importance by both government and the stakeholders as a whole. This study therefore sought to explore the effect of employee communication on organization performance in Kenya’s horticultural sector. This study was carried out in flower farms in Kenya. The population of this study was all flower farms in Kenya which were the 14 flower farms registered in the KFC directory (2013) and based in Naivasha. The study targeted the employees in the identified farms. Cross sectional survey research design was used for the study. Stratified sampling technique was used to sample the study respondents. A total of 2460 respondents were targeted by the study out of which 1888 responded giving a response rate of 76.7%. Questionnaires were used as instrument for data collection. Both quantitative and qualitative data analysis techniques were used. Quantitative data was analyzed using descriptive statistics while qualitative data was analyzed thematically. Inferential statistics such as correlation and regression analysis were used to test on the relationship between the variables of the study. The study found that 65% of the respondents strongly agreed that communication facilitates exchange of information and opinion with the organization. It was also found that that 63% of the respondents were found by the study to agree that communication helps in improving operational efficiency thus improving organization performance. The results of correlation analysis show that employee communication is statistically significant with a Pearson correlation coefficient of 0.466 at a level of significance of 0.000. The study concluded that employee communication is a major determinant of organization performance in the horticultural sector in Kenya. The study recommended that organizations should develop effective communication strategies. This will facilitate passing of information both within and outside the organization thus improving performance.

Communication Strategies as Drivers of Nonprofit Donor Retention

This research investigates the factors influencing organizational performance within the Flight School of the Ministry of Transportation, focusing on the unique structure of the Public Service Agency (BLU) and its technical implementation units. It explores challenges faced by aviation service schools in meeting BLU revenue targets and highlights the significance of human resource management. Drawing on insights from scholars, the study examines the impact of career development, positive psychology, organizational communication, and digital leadership strategies on organizational performance, mediated by employee motivation. Using a quantitative approach involving a survey of 175 officials and Structural Equation Modeling (SEM), the research finds positive influences of these factors on organizational performance, with employee motivation playing a mediating role. However, limitations such as reliance on self-reported data and the sample size constrain the generalizability of findings. Future research could employ qualitative methods and longitudinal studies to deepen understanding and investigate long-term effects.

Communication is the basis of everything and is thus the key to effective management. The question is What is the relationship between the management and communication? Effective communication is one of the main elements of management. Communication is a critical part between people, information, and ideas, and communication is the basis for performance in organization. This chapter will be focused on project communication management step by step. The chapter deals with all steps of communication management which are defined as a combination of logical-related communication methods, tools, and techniques for a successful initialization, planning, implementation, control and administrative closure of the communication. In the chapter communication environment (communication strategy, organizational structure), communication channel (communication methods, tools, frequency, and support of communication), communication cognitive (communication differences and skills), and communication system (feedback system and system of sharing and distribution of information) will be described.