Internal Communication Management Research Articles

Influencing Hospital Employee Communication Behaviors for Desirable Maternal Health Outcomes in Ghana: An Extension of the Microboundary Spanning Theory

ABSTRACT Strategic internal communication management in healthcare settings may improve maternal care and maternal health outcomes, especially in low-income countries. The study examines how hospital internal communication managers in Ghana strategically influence employee communication behaviors for positive maternal health outcomes using the microboundary spanning theory. Twenty-three hospital internal communication managers were interviewed. Findings reveal that strategies hospital internal communication managers use to influence employee communication behaviors and enhance positive patient-provider communication include employee training programs, provision of timely information, maintaining open lines of communication, provision of essential resources, monitoring and informal surveys, utilizing the grapevine, organizing pregnancy schools and use of infographics produced in multiple Ghanaian languages. The study demonstrates that positive employee megaphoning and scouting behaviors can have financial and prosocial benefits, including enhancing patient healthcare experiences, encouraging women to seek maternal care, and ultimately improving maternal health outcomes. Finally, the study extends the microboundary spanning theory to include employee mandatory communication that occurs in healthcare settings and is the first such study to be conducted in Ghana.

Internal Communication and Change Management at Cotton Web Private Limited

Cotton Web Private Limited (CW), an apparel company based in Lahore, was established in the late 1990s by entrepreneurs who faced limitations in resources and experience within the textile manufacturing and export sector. Despite these constraints, the directors successfully capitalized on a narrow window of opportunity, leveraging their entrepreneurial skills with the dedicated support of experienced employees and fostering a positive ‘can-do’ culture. By 2013, they had transformed the company from its inception in 1998 into a substantial enterprise with over 2,000 employees. At this juncture, the directors, particularly Daniyal and Waseem, decided to initiate a strategic change aimed at transitioning the flat, entrepreneurial structure of the company into a systematically managed organization. To facilitate this transformation, the directors enlisted the services of an external HR consultant to assess, design, and implement the strategic change process. Despite the positive intent behind the change process to foster organizational growth and enhance management systems, it encountered significant challenges. Communication breakdowns emerged at various levels and junctures, including between the directors and the HR consultant, between the consultant and the employees, and between the management and the workforce. The change process, unfortunately, resulted in thirteen resignations within a short timeframe, indicating its disruptive impact. This challenging situation left the directors in an uncomfortable position, compelling them to contemplate difficult decisions to address the issues at hand.

Mitigating Organizational Conspiracy Beliefs Through Strategic Internal Communication and Employee–Organization Relationships (EOR) in the Workplace

ABSTRACT The purpose of this study is to explore how strategic internal communication and the quality of employee – organization relationship (EOR) can reduce organizational conspiracy beliefs among employees and thus prevent the negative outcomes thereof in the workplace. Using a national survey (N = 810) of full-time employees in the United States, this study found that high-quality EOR based on two-way symmetrical communication with employees is likely to reduce the potential for conspiracy theories and, in turn, for turnover intentions in the workplace. This finding provides meaningful insight into how internal communication managers can mitigate negative employee outcomes that are closely associated with organizational conspiracy theories in the workplace, namely by practicing strategic internal communication and developing high-quality EOR. This study theoretically advances conspiracy theory research by offering a theoretical explanation for belief systems of conspiracy theories that also considers strategic internal communication and the quality of EOR.

The Impact of Internal Communication on Individual Empowerment: Findings of a Representative Employee Survey in Germany

ABSTRACT In times of turbulence and uncertainty, internal communication management is an important means of demonstrating accountability to employees and supporting their empowerment, thus contributing to organizational success. Employee empowerment has numerous positive effects on employee attitudes, emotions, and behaviors, making it a relevant workplace and internal communication goal, especially in challenging times – and it seems to be influenced by internal communication. However, few studies have explored the influence of internal communication on employee empowerment. Therefore, this article examines how empowerment can be influenced by executive and peer-to-peer communication as two important domains which internal communication management needs to consider and manage. The article presents the results of a representative online survey among non-executive employees in German companies with at least 50 employees (n = 606). The findings show that the quality of both executive and peer-to-peer communication strongly supports empowerment, while the quantity of executive communication can hinder perceptions of integration and autonomy as empowerment components. This article adds to the previously limited knowledge about the impacts of executive and peer-to-peer communication on empowerment, and discusses implications regarding the theoretical analysis, empirical analysis, and practice of internal communication management.

Internal Communication and Employee Relations Management for Effective Staff Performance in Nigeria Customs Service

In the contemporary global landscape, organizations have transitioned from conventional approaches to communication towards developing comprehensive communication strategies that center around employee motivation and engagement. This shift emphasizes the pivotal role of strategic internal communication, a relatively nascent but increasingly vital subject of study and application in the business world. The contemporary corporate environment observes a shift in employee roles, with employees increasingly undertaking responsibilities traditionally associated with public relations. Expectations of roles are pivotal in comprehending this transformation in PR practice, as expectations and norms greatly influence communication behavior and, consequently, organizational performance. Within this context, a content analysis of secondary data was done for the interpretation of the data. This allowed for the evaluation of existing knowledge for the purpose of relevance, consistency, replication and refutation. The paper argues that internal communication practices within paramilitary agencies, such as the Nigeria Customs Service, diverge from conventional corporate organizational models. This divergence is particularly pronounced given the agency's multifaceted role in revenue generation, the suppression of smuggling, trade facilitation, and other functions. The paper concludes that employee participation and job satisfaction played the mediating role in the relation between internal communication and job performance of the employees.

Internal Communication Management Strategy to Increase Office Administration Effectiveness

This research discusses Internal Communication Management Strategies to Increase the Effectiveness of Office Administration at PT Hana Kreasi Utama in Jakarta using a combined qualitative and quantitative approach. Using interview, observation and documentation study methods, this research aims to understand the impact of internal communication strategies on the effectiveness of office administration. Involving all PT Hana Kreasi Utama employees, this research obtained in-depth data and statistics to support the analysis. The research results show that the company implements internal communication strategies such as integrated systems, regular meetings, and technology. This strategy positively impacts interdepartmental efficiency and collaboration, speeds up workflow, and increases employee understanding of company goals. Discussion of the research results links the findings to organizational communication theory, highlighting the importance of factors such as message alignment and employee participation. Key factors supporting success involve message alignment, openness, and employee participation. These findings strengthen the relationship between effective internal communication and administrative performance. Practical implications and recommendations are presented to support companies in improving their internal communications management. Comparison with previous research confirms the consistency of the internal communication strategy findings. Nonetheless, contextual differences need to be taken into account, and the practical implications of previous research can help companies improve strategy implementation. This discussion provides a comprehensive understanding of the importance of Internal Communication Management Strategies to Increase the Effectiveness of Office Administration at PT Hana Kreasi Utama in Jakarta.

Strategic Communication Management: Crafting a Positive Image for Madrasah Excellence

This research aims to determine the management of communication strategies in building the image of madrasas and changing the public's perspective towards MTs Miftahul Ulum Krejengan Probolinggo. The analysis uses a qualitative approach of case study type. This research focuses on communication strategies in building a madrasah sutra at MTs Miftahul Ulum Krejengan Probolinggo. The selection of a qualitative approach aims to understand communication strategies in building the image of madrasas at MTs Miftahul Ulum Krejengan Probolinggo. The case study was chosen to focus on the case under study. The research results show that MTs Miftahul Ulum carries out two communication management, namely internal communication management and external communication management. MTs Miftahul's internal communication management has an essential impact on creating a solid organization, using personal and group communication. Communication management is also carried out to solve organizational conflicts or problems. External communication management is carried out by MTs Miftahul to maintain organizational relationships with external parties and build the image of MTs Miftahul. Relations with the government, banking, press, consumers, surrounding community, and other organizations. This research provides implications regarding the importance of educational institutions in maintaining the image of madrasas by implementing communication strategies that impact image-building and changing society's perspective.

A review of internal communication research in South Africa

The aim of this study was to assess the current state and determine the development of internal communication research in South Africa over the past 21 years (from 2002 to 2022), to provide direction for future research with a view to expanding the body of knowledge in the field from a South African perspective. Research articles on internal communication that were written from a corporate communication and public relations perspective that had been published in three peer-reviewed scholarly communication journals in South Africa were systematically reviewed. Authorship information, research topics, theoretical frameworks, methodologies, and suggestions for future research indicated in 28 articles were analysed. It was found that most scholars focused on the implementation of internal communication management and internal strategies or plans in specific contexts or to attain certain outcomes. The most frequently used theories were relationship management theory and reputation management theories, and a qualitative research approach was the predominant methodical approach used, with non-probability (purposive) sampling, even though questionnaires were the prevalent data collection tools. Although internal communication as a research field has grown globally, research in the South African context is lagging behind. Future research opportunities include: (1) more quantitative studies that employ large probability samples to generalise findings, (2) the digitalisation of communication channels, (3) developing and empiricallytesting local theories, frameworks and models, (4) including marginalised and diverse groups as a starting point for knowledge production, and (5) adapting the findings of research conducted prior to the post-COVID-19 setting.

Les organisations à l’épreuve du covid-19 au Sénégal : analyse info-communicationnelle des outils et pratiques numériques dans le management de la communication interne

Senegal, like many countries, has not escaped the covid-19 pandemic. Communication, especially internal, plays an important role when it comes to organizing organizations to withstand this pandemic. It is banking on the transformations imposed by the restrictions resulting from this crisis. The management of internal communication becomes an interesting subject of study for understanding organizational change, especially if the reflection starts from organizational communication.

Use of AHP and grey fixed weight clustering to assess the maturity level of strategic communication management in Brazilian startups

PurposeThe aim of this research was to evaluate the maturity level of strategic communication management implemented by Brazilian startups.Design/methodology/approachThis study employed the analytic hierarchy process (AHP), survey and Grey Fixed Weight Clustering modeling techniques. Three experts with extensive academic and practical experience in the subject participated in the AHP process, providing their opinions on the relative importance of eight variables associated with the topic under investigation, thus enabling their prioritization. Concurrently, data were collected through a survey from 23 respondents who have extensive knowledge about the realities of Brazilian startups. The weights derived from the AHP and the survey data were utilized in the Grey Fixed Weight Clustering modeling.FindingsBased on the opinions of the 23 respondents, the level of implementation of practices related to strategic management, brand management, external image management and internal communication management is superficial. In addition, according to the majority of experts, Brazilian startups exhibited a medium level of maturity to address the key challenges related to communication management. Furthermore, this study reveals that the variables “financial resources allocation,” “stakeholder relationship” and “brand management” were deemed the most significant for the model.Originality/valueThe contributions presented herein can be beneficial for both researchers and startup managers seeking to enhance communication strategies in their organizations. This research also contributes by highlighting how grey systems theory can be extremely useful for conducting decision-making analyses in the context of startups, which is characterized by uncertainty and imprecise information.

Are rural accommodation employees able to aspire to transcendent happiness in their work? An exploratory model

In this paper, we aim to propose formulas based on indicators to develop the transcendent happiness of employees in the tourism industry. Specifically, three factors are proposed as determinants of transcendence happiness (THP): corporate culture (CO), internal communication (IC), and employee-centered personnel management (EPM). To this end, a model proposes to help guide employees in the tourism industry toward happiness. From a sample of 443 employees in tourist accommodations in Spain, we explore the feasibility of an SEM-PLS model based on already validated scales. Our results show, on the one hand, the critical role of organisational culture in the pursuit of employee happiness and, on the other hand, the mediating effect of internal communication between personnel management and transcendent happiness. This ground-breaking study fills two gaps in the current happiness management literature. The first is considering transcendent happiness as an innovative key to corporate governance. It requires a corporate culture that fosters all human capital’s personal growth and work-related well-being. In addition, secondly, to demonstrate that the variables of internal communication and passion at work positively influence the transcendental happiness of internal customers in rural establishments. Between internal communication and personnel management based on the employee’s growth, the organisational culture has the most significant impact not only on personnel management but also on the achievement of the happiness of private employees. To this end, rural accommodations should design organisational patterns based on codes of conduct in the social relations between employees and managers.

Internal Communication Challenges and Their Solution When Hybrid Work is Implemented in a Public Sector Organization: The Case Study of the Ministry of Transport and Communications of the Republic of Lithuania

Effective internal communication (IC) increases employee productivity, loyalty to the workplace, strengthens organization’s reputation. Due to the pandemic, remote and later hybrid work became popular, though it caused challenges – how to use new technologies, motivate employees and control them as well as how to communicate with team members in new reality. The challenges of IC and its solution in the public sector, which has its own specifics, in the new hybrid work era have been studied fragmentarily. The study seeks to investigate the peculiarities of IC management in a public sector organization—the Ministry of Communications of the Republic of Lithuania—during the period of ongoing uncertainty. The methods of observation as well as semi-structured interviews with IC specialists and heads of the units were chosen for data collection. The results revealed that during the pandemic, prompt solutions, creation of personal connection and team motivation became particularly relevant for organizations. It was important for team leaders to find ways to replace the usual forms of communication to those applicable to the virtual space. New communication channels, such as top management meetings with employees online, helped to solve the problems of IC and to adapt to the new reality.

What employees perceive as personal communication: results of a Q study on internal communication

PurposeEngaging 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/approachThe 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).FindingsThe 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/valueThis 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.

Internal Communication Practices Impact on the Institutional Brand During Institutional Transition

Progressive higher education institutions, in a competitive environment, evaluate brand positioning to navigate through communication, economic and globalization challenges. Literature in Sub-Saharan Africa hardly interrogates how public universities manage institutional brand for competitive advantage (Sulkowski, Wozniak, & Seliga, 2019) from an internal communication perspective. In Kenya, rapid university expansion and funding reduction enhanced competition. In a complex and dynamic context, vibrant institutions align corporate strategy to internal communication and position institutional brand. Thus, this study interrogates how the internal communication practices of an emerging university in Kenya impact institutional brand during transformation. A total of 153 Questionnaires were administered and 18 in-depth interviews were undertaken. Data as collected from 18 middle-level management who were purposively selected and the 153 self-administered questionnaires using stratified random sampling were administered on MMU faculty and administrative staff. The findings suggest that effective communication be through employee participation in decision-making (90%), conflict management (73%), brand management (mean 3.3), and corporate storytelling for institutional memory. However, management communication practices did not effectively communicate corporate objectives, marketing and branding strategy during university transition which negatively influenced image building and employee trust. The study recognized the importance of an internal communication policy, during transition, to provide a systematic and structured process which incorporates employee participation and empowerment. Employee participation strategy that integrates induction, interpersonal activities and interactive channels such as social media to communicate institutional strategic elements and enhance relationship management. Empowerment contributes to institutional brand management through mid-manager training, information inclusion, diversity management through internal stakeholder sessions, the use of mediated communication embracing social media, intranet and website to sensitize institutional management and employees. Upcoming public universities, like organisations, are expected to survive and thrive, through strong corporate branding to counter progressive forces arising from global, curricular, policy, technological and generational transformations. The study recommends an internal communication policy and management practice for effective communication of institutional messages to enhance employee participation and empowerment to improve brand positioning during institutional transformation.

Internal communication in a diverse and developing world context: Challenges for corporate South Africa

Internal communication plays a pivotal part in an organisation’s survival. It is regarded as an investment in an organisation’s success and underpins organisational effectiveness. However, when organisations face internal communication challenges, these can threaten internal relationships, with dire consequences for the organisation. This is particularly so in the volatile, uncertain, complicated and ambiguous South African corporate context, which presents direct challenges for internal communication management. Internationally there has been an increase in studies exploring challenges for internal communication, with various authors indicating a need for further research. Our study addresses this gap by probing the internal communication challenges experienced in the South African corporate environment as a developing world view, to make recommendations for mitigating action. This exploratory qualitative interview-based study focused on the perceptions of practitioners working in large organisations, as well as consultants with acknowledged expertise in the field of internal communication. The findings confirmed that internal communication is a complex and multifaceted profession full of challenges. We identified 12 challenges, grouped into four clusters, namely access to technology, lack of formal communication training, parameters for inclusion of internal stakeholders, and management styles and structures. Contributions include recommendations for practice, together with suggestions for further research.

Employee Involvement and Commitment in Internal Communication

This research project aims to analyze the importance of internal communication in organizations in Benguela (Angola) and to determine its impact on employee engagement and commitment to the organization. To this end, an exploratory study was conducted using a quantitative methodology. In this scope, a questionnaire was applied to 250 employees of the organizations, seeking to evaluate employees as internal consumers; internal communication in terms of tools, means and communicative effectiveness, as well as internal communication management and employee satisfaction. The results demonstrate the need for internal communication to engage and commit the company’s employees, where organizations are increasingly concerned with the management of their human resources.

Operationalising AI governance through ethics-based auditing: an industry case study

Ethics-based auditing (EBA) is a structured process whereby an entity’s past or present behaviour is assessed for consistency with moral principles or norms. Recently, EBA has attracted much attention as a governance mechanism that may help to bridge the gap between principles and practice in AI ethics. However, important aspects of EBA—such as the feasibility and effectiveness of different auditing procedures—have yet to be substantiated by empirical research. In this article, we address this knowledge gap by providing insights from a longitudinal industry case study. Over 12 months, we observed and analysed the internal activities of AstraZeneca, a biopharmaceutical company, as it prepared for and underwent an ethics-based AI audit. While previous literature concerning EBA has focussed on proposing or analysing evaluation metrics or visualisation techniques, our findings suggest that the main difficulties large multinational organisations face when conducting EBA mirror classical governance challenges. These include ensuring harmonised standards across decentralised organisations, demarcating the scope of the audit, driving internal communication and change management, and measuring actual outcomes. The case study presented in this article contributes to the existing literature by providing a detailed description of the organisational context in which EBA procedures must be integrated to be feasible and effective.

Social Media Impacts on Personnel Competence and Capability Building Systems

The widespread use of social media has evaded all aspects of employees' life, including their work life. This article explores the impact of social websites on organizations' Human Resource Management activities. This theoretic discourse outlines the opportunities accorded by social media for the enhancement of capability building systems in companies, with respect to internal branding, collaboration, communication, recruitment and talent management.

Role of internal brand communities in building a strong

Internal brand Management is a highly researched field with leadership,effective internal and external brand communication and brand-centered human resource management as its proven antecedents (Chang, Chiang, & Han, 2012), and brand commitment, brand knowledge and brand citizenship behaviours as its key consequences (Burmann & Zeplin, 2005; Löhndorf & Diamantopoulos, 2014). The scant research literature pertaining to the role of internal brand communities in the above equation is highly dispersed (P. R. Devasagayam, Buff, Aurand, Judson, & Judson, 2010). In that direction, the study reviews the literature on internal brand management, brand community dynamics and social identity theory and proposes a conceptual model to show the way employee participation in intra-organisational brand communities impacts their brand commitment. This conceptual model gives an innovative yet organic route of building strong corporate brands within the organisations.

Functional responsibility for internal communication management and its integration in contemporary businesses

PurposeDespite 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/approachIn 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.FindingsThe 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/valueOnly 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.