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Journal articles on the topic 'Communication in organisations'
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1
Howell, Gwyneth V. J., and Rohan Miller. "Maple Leaf Foods: Crisis and Containment Case Study." Public Communication Review 1, no. 1 (February 9, 2010): 47. http://dx.doi.org/10.5130/pcr.v1i1.1297.
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Crises can impact an organisation’s viability, credibility and reputation. Communication can preserve and protect the valuable reputation of an organisation, by demonstrating an acceptance of responsibility for the crisis and addressing victim concerns. The research illustrates that Maple Leaf Food’s crisis communication strategy was effectual and in supported to its purported organisational values as an organisation focused on health and safety. This case highlights why it is crucial for organisations to develop and apply a cohesive crisis communication strategy.
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Sutton, Lucinda Bella-May, Tanya Le Roux, and Lynnette M. Fourie. "Internal communication in a diverse and developing world context: Challenges for corporate South Africa." Communicare: Journal for Communication Studies in Africa 41, no. 2 (December 15, 2022): 90–102. http://dx.doi.org/10.36615/jcsa.v41i2.1452.
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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.
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Waititu, Paul. "Adopting Online Internal Communication within Organisations: An Overview." Jurnal Pengajian Media Malaysia 22, no. 2 (December 1, 2020): 61–75. http://dx.doi.org/10.22452/jpmm.vol22no2.5.
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Due to the rapid growth of digital technologies and the dynamics in the global business milieu, organisational communication has experienced complex changes as organisations become knowledge-based, in a bid to enhance their competitive advantage. Consequently, internal communication has metamorphosed to accommodate emerging online communication tools, platforms and linkages. In response to this, online internal communication is being engrained in the organisational culture and employees are now expected to adopt the same for their interactions. Certainly, the extent of online internal communication in the organisation determines the level of employees’ online interactions, their performance and productivity in this digital era. Consequently, effective adoption of online internal communication (OIC) tools enable organisations to operate more efficiently and successfully in the changing business environment. However, the efficiency of OIC depends how well these organisations are able to manage their employees’ online interactions for information and knowledge sharing and managing relationships. This article highlights the adoption of OIC in organisations and the influence of the new media technologies in enhancing internal communication in the Kenyan context.
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Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.
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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
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Boshoff, A. B. "Organisational phenomena which influence communication and effectiveness." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 50–59. http://dx.doi.org/10.36615/jcsa.v3i2.2153.
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An overview is given of the traditional or classical views of organisations and organisational functioning. Empirical findings about how organisations really function are presented. It is shown that the organisational model created by the traditional views about organisations is largely an idealisation. The communication problems which develop in organisations are examined in the light of the empirical findings about organisational functioning. A few guidelines for the improvement of communication are presented in the light of the material covered in the paper.
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Molete, Dr Mantoa C. "Cororate Culture as a Function in Formulating Strategic Communication." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 135. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(135).
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Sub Saharan Africa is filled with cultural diversity which creates a multicultural market. These diversities are created by the external and internal stakeholders in an organisation allowing the emerging of a unique organisational culture to describe the identity of a specific organisation. In its broader term culture gives description to units that provides unity amongst people hence its importance in group situation. Organizational culture is viewed as the shared values, beliefs, or perceptions held by employees within an organization. Moreover, an organization's culture tells us a lot about how members of that specific organisation communicate with each other. Even with the above vital role, organisational culture is viewed as an aspect to influence communication rather than a key role player in developing a communication strategy that fits the intended communication objectives of the specific organisation. To many organisations, the direction of their specific communication is more depended on current communication trends rather than the cultural aspect that determines the identity and behaviour of stakeholders of the specific organisation to achieve set objectives specifically in very diverse areas such as Africa. Whilst various authors have written about organisational culture there is still a lack in literature developed to outline in detail the cultural patterns and norms of African cultures, which are important in understanding the communication approaches of Africans even in corporate environments. This lack in literature also deprives African organisations to understand the diversity within its stakeholders. The aim of this paper is to explore how organisational culture and aspects of culture play a vital role in creating a communication strategy that is fit for a specific organisation to outplay the intend communication objective. This paper place focus on organisational culture and the vital function it plays in strategic communication. Keywords: Strategic communication, organizational culture, diversity, culture, communication
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Davies, Sarah R. "University communications as auto-communication: the NTNU ‘Challenge Everything’ campaign." Journal of Communication Management 24, no. 3 (March 19, 2020): 227–43. http://dx.doi.org/10.1108/jcom-08-2019-0120.
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PurposeThis article offers an in-depth exploration of university communications practice by describing and analysing a publicity and recruitment campaign, called ‘Challenge Everything’, carried out by the Norwegian University of Science and Technology (NTNU) in 2018. By providing insight into internal sense-making around the campaign it contributes to literatures in science communication and communication management.Design/methodology/approachThis qualitative research uses semi-structured interviews and informal organisational ethnography, mobilising concepts of sense-making and auto-communication to guide analysis. The focus is on how organisation members made sense of the Challenge Everything campaign.FindingsThe analysis focuses on four key themes within organisational sense-making about the campaign: the openness of the campaign meant that it was readily picked up on and personalised by university staff; its meaning was always contextual, shaped by organisation members' roles, interests, and concerns; its controversy seems to primarily derive from questions of representation, and specifically whether organisation members recognised within it their own experiences of university culture; and its development points to the rise of new forms of expertise within university organisation, and the contestation of these.Research limitations/implicationsThe research offers only a partial snapshot of one instance of university communications. However, in demonstrating how public campaigns also operate as auto-communication it has important implications for strategic communication within complex organisations such as universities.Originality/valueThe research has particular value in offering an in-depth qualitative study of university marketing practices and the effects these have within an organisation.
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Hargie, Owen D. W., and Dennis Tourish. "Assessing the Effectiveness of Communication in Organisations: The Communication Audit Approach." Health Services Management Research 6, no. 4 (November 1993): 276–85. http://dx.doi.org/10.1177/095148489300600406.
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Within the past decade there has been an enormous growth of interest in the field of organisational communication. Numerous books, book chapters and journal articles have been devoted to this topic. However, much of this output has been at the level of common sense exhortation, has tended to be anecdotal, or at best has been based upon the personal experience of the authors. Certainly within the UK there has been little hard empirical research into the nature, flow and functions of communication within organisations. This paper proposes the introduction of a much more systematic methodology for the study of such communication, based upon what is known as the ‘communication audit’ approach. This approach is fully explained and the main methods employed in communication audits outlined, together with their relative advantages and disadvantages. It is also pointed out that audits are now widely employed to measure performance in other spheres of the organisation, such as finance, and it is argued that the implementation of this system to measure communication performance is therefore long overdue. The benefits for organisations of carrying out audits are highlighted and suggestions are made about possible future directions for research in this area.
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Rimkunienė, Dalia, and Virgilija Zinkeviciute. "SOCIAL MEDIA IN COMMUNICATION OF TEMPORARY ORGANISATIONS: ROLE, NEEDS, STRATEGIC PERSPECTIVE." Journal of Business Economics and Management 15, no. 5 (September 2, 2014): 899–914. http://dx.doi.org/10.3846/16111699.2014.938360.
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Expansion of ”projectisation“ culture worldwide, ”internalization“ of projects and the inevitable growth of social media use globally calls for systematic and deeper insights from the strategic management viewpoint. Projects are defined as temporary organisations within various organisational bodies. In terms of the strategic management, temporary organisations are viewed as unique structural networking bodies that are anticipated to have their own strategy and management approach to meet project-based needs. Effective ”project communication“ plays a strategic role and can be an important enabler of social capital gains for organisations. Social media, as a new age phenomenon, are claimed to be the powerful mechanism that opens vast opportunities for collaborative communication. Their application in terms of temporary organisation is still underinvestigated area that lacks a researchers' attention. The aim of this research is to explore the potential of social media use in temporary organisations. The research study indicates that social media have a large potential for enhancing collaborative initiatives and collecting evidence for the strategic planning.
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Rödder, Simone. "Organisation matters: towards an organisational sociology of science communication." Journal of Communication Management 24, no. 3 (March 12, 2020): 169–88. http://dx.doi.org/10.1108/jcom-06-2019-0093.
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PurposeThis paper looks at science communication through an organisational lens with the aim of assessing the relevance of different organisational forms for science communication.Design/methodology/approachThe paper explores science communication in different organisational forms. Based on conceptual considerations and by reviewing existing empirical literature, the paper selects and compares three organisational forms of science communication: the editorial office of a daily newspaper, the press office of a university and the Science Media Centre.FindingsThe paper shows the relevance of organisation for science communication by comparing three organisational forms. The first two, the science news desk and the press office, have the character of a sub-system of an organisation, while the third, the Science Media Centre, forms its own organisation. The paper shows how the respective set-up shapes science-media contacts with a focus on the occurrence and resolution of conflicts.Research limitations/implicationsThe paper proposes a conceptual framework for studying science communication through an organisational lens but leaves comparative empirical studies of all types to future research. Yet, it outlines and compares implications of the formal organisation of science communication from a conceptual point of view.Practical implicationsThe findings provide information on the structural impact of different organisational forms on science communication and point to where conflicting expectations, and thus potential conflicts, are most likely to occur in each case. A reflection of structurally conflicting expectations and how they can be overcome in specific situations is of high practical value for all science communication activities.Originality/valueOrganisational theorists have long argued that organisations are the key to understanding society. Despite their undoubted relevance, however, organisations and their influence on science communication have so far been much less analysed – both conceptually and empirically – than its contents, its practices and its impacts on public understanding, public policy, and on science and scientists. The paper contributes to the emerging field with conceptual considerations towards an organisational sociology of science communication.
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Mulder, Dalmé. "discovery of Fibonacci in integrated communication." Communicare: Journal for Communication Studies in Africa 28, no. 2 (October 17, 2022): 43–58. http://dx.doi.org/10.36615/jcsa.v28i2.1698.
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Fibonacci was a renowned scientific explorer. It is widely documented that the famous Fibonaccinumbering sequence is found in several spheres of life. To date, this phenomenon has not beendiscussed within a communication context. However, a literature review done to explore thedifferent functional fields of organisational communication within an integrated communicationideology, has brought to light that the Fibonacci phenomenon might also have relevance in thefield of communication. In this article communication - as foundation of modern organisations- is explored from a systems perspective. The position of each of the different functional areasof organisational communication in an organisation practising integrated communication isdemonstrated and the resemblance between this demonstration and the Fibonacci swirl ishighlighted.
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Bergman, Sandra. "When communication professionals become trainers: a new role." Journal of Communication Management 24, no. 2 (May 4, 2020): 85–102. http://dx.doi.org/10.1108/jcom-07-2019-0103.
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PurposeThe purpose of this paper is to examine how communication professionals enact an educational role aimed at improving organisational communication through communication training. Furthermore, this article analyses what this implementation means for the role of the communication professionals.Design/methodology/approachQualitative interviews were conducted with seven communication professionals and ten managers in two organisations. The organisations were selected due to their involvement in developing and implementing communication training programmes. The interviews were then transcribed and analysed inductively.FindingsThis study demonstrates how communication professionals are expanding their professional role to become trainers in communication. The managers who participated reported increased awareness of the communication departments and the support they can provide. The communication departments became more visible in the organisations.Research limitations/implicationsThe study is qualitative and limited to two organisations. The managers' perspectives suggest that when communication professionals act as internal trainers, their role within an organisation is strengthened.Practical implicationsThe results of this study indicate that in-house communication professionals enable managers to improve their communication, boosting their ability to implement simultaneous large-scale training and rendering the communication department more visible and available throughout the organisation.Originality/valueThis study adds to the existing discussion regarding the new roles of communication professionals in organisations by presenting two cases in which communication professionals are successfully functioning as internal communication trainers. The findings can help both researchers and practitioners gain insights into the future role of the communication profession.
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Thirion, Maria, and Anton Verwey. "Verband tussen Organisasiestruktuur en Kommunikasieklimaat." Communicare: Journal for Communication Studies in Africa 7, no. 2 (November 14, 2022): 17–23. http://dx.doi.org/10.36615/jcsa.v7i2.2066.
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The aim of this study was to determine the nature of the relationship between organisational structure and communication climate. Based on a specific schedule, interviews were conducted with senior human resource managers in six organisations to obtain a of organisational structure. These organisations were chosen for their apparent differences on five structural dimensions. The communication climate within each of these organisations was then assessed by means of a questionnaire. The communicate climate patterns of the organisations were then compared by means of profile analysis. The results seem to indicate that there is indeed a relationship between organisational structure and communication climate. Specifically a more positive climate for formal communication is found with in degrees of structuring.
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Verster, R. "influence of organisational climate on communication in organisations." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 42–49. http://dx.doi.org/10.36615/jcsa.v3i2.2152.
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The situation/environment in which a person finds himself, influences his behaviour - also his "communication" behaviour. A large part of this situation/environment in the organisational setting is accounted for by the organisational climate which is established and maintained in the particular organisation. In this paper the term organisational climate is defined and from the vast body of literature that exists on the topic, some common characteristics are emphasised. A model of organisational climate is presented, showing the components of organisational climate and their interaction and interrelatedness and how it affects communication in the organisation. The characteristics of a sound organisational climate will be stressed and reference will be made to some research in this field in the South African industry.
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Rogers, Peter, Judy Burnside-Lawry, Jelenko Dragisic, and Colleen Mills. "Collaboration and communication." Disaster Prevention and Management 25, no. 1 (February 1, 2016): 75–90. http://dx.doi.org/10.1108/dpm-01-2015-0013.
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Purpose – The purpose of this paper is to provide a case study of Participatory Action Research (PAR), reporting on a collaboration, communication and disaster resilience workshop in Sydney, Australia. The goal of the workshop was to explore the challenges that organisations perceive as blockages to building community disaster resilience; and, through collaborative practitioner-led activities, identify which of those challenges could be best addressed through a deeper engagement with communication research. Design/methodology/approach – The authors link communication, collaboration and disaster resilience through the lens of PAR, detailing how communication and resilience experts can collaborate to improve disaster prevention, management and mitigation practice. Findings – The authors identify a number of theoretical considerations in understanding horizontal and vertical interfaces for improved communication. The authors also highlight how practical collaborative workshops can draw on communication researchers to facilitate collaborative resilience activities. PAR is shown to help move participant focus from resolving inter/intra-organisational tensions to facilitating public good, offering evidence-based recommendations which will foster a more reflexive and communicative approach to building disaster resilient communities. Research limitations/implications – This paper does not seek to apply community resilience to the general public, no community representatives were present at the workshop. This does not mean that the focus is on organisational resilience. Rather the authors apply PAR as a way to help organisations become more engaged with PAR, communication research and collaborative practice. PAR is a tool for organisations to use in building community resilience, but also a means to reflect on their practice. Whilst this should help organisations in building more resilient communities the take up of practice by participants outside of the workshop is a matter for future research. Practical implications – This method of collaborative resilience building could significantly improve the shared responsibility amongst key organisations, mobilising skills and building awareness of integrated resilience thinking in practice for stakeholders in disaster management activities. Originality/value – This paper provides original evidence-based research, showing the linkages between communication theory, collaboration practice and the tools used by organisations tasked with building community resilience. This innovative synthesis of skills can aid in building PAR led disaster resilience across prevention, preparation and mitigation activities for all potential hazards, threats and/or risks, however, it will be particularly of interest to organisations engaged in community resilience building activities.
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Meha, Arbresha. "Role of Communication and Interaction in Enhancing Organisational Performance." Technium Social Sciences Journal 14 (December 3, 2020): 228–35. http://dx.doi.org/10.47577/tssj.v14i1.2150.
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In circumstances of constantly changing concepts related to the organisation as well as the progress of its performance and behaviour, communication has become a focus of many researchers who have consistently analyzed it in relation to organisations of various forms. This study aims to assess the role of communication and interaction in enhancing organisational performance. This study involved 607 respondents employed in banks and insurance companies. The methodology used for this study was the integration of quantitative methods. We have used two instruments in this study, one questionnaire to measure the role of communication and interaction and the other one organisational performance.
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Oksiutycz, Anna. "Power, empowerment and organisational communication." Communicare: Journal for Communication Studies in Africa 25, no. 2 (October 20, 2022): 25–41. http://dx.doi.org/10.36615/jcsa.v25i2.1741.
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Power is an integral part of organisational life. Main schools of thought on the subject of powerin an organisational setting consider power to be either a resource held by individuals anddepartments, or an inherent feature of organisational structure and society. While it is relativelyeasy to identify surface manifestations of power, the deep structures of power are much moredifficult to analyse. Public relations literature focuses on power “held” by public relations practitionersand the power of public relations departments in their relations with other departments in anorganisation, as well as the imbalances of power between the organisations and their respectivepublics. In the context of the increasing complexity of the organisational environment, this articlesuggests the application of organisational cybernetics to public relations theory, and it considersthe role that organisational communication plays in releasing the productive power of employeesand in designing effective organisations through the introduction of recursive organisationalstructures.
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Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
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The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
Keywords: Organisational peace, school, Turkey.
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Bhakta Bhandari, Roshan, Christine Owen, and Benjamin Brooks. "Organisational features and their effect on the perceived performance of emergency management organisations." Disaster Prevention and Management 23, no. 3 (May 27, 2014): 222–42. http://dx.doi.org/10.1108/dpm-06-2013-0101.
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Purpose – This study reports on a survey of experienced emergency management personnel in Australia and New Zealand to identify the influence of organisational features in perceived emergency management performance. The purpose of this paper is to analyse the influence of organisational features in emergency response performance and to discuss how this knowledge can be used to enhance the response capacity of emergency services organisations. Design/methodology/approach – Based on a review of the literature, a conceptual theoretical model for organisational performance is first developed based on four organisational features found to be previously important in emergency management organisation. These are, adaptability, leadership, stability (mission and direction) and stakeholder communication. An organisational survey was distributed to all 25 fire and emergency services agencies in Australia and New Zealand which included indicators of these elements. Responses were received from experienced emergency management personnel from fire and emergency services agencies. The sample was stratified into the three main organisational types, namely, established, expanding and extending organisations. Findings – The findings reveal that the predictive significance of organisational features in emergency response performance vary among established, expanding and extending organisations. The predictive significance of stability, adaptability and leadership for perceived success is strong in all organisational types. It is interesting to note that the predictive significance of communication with external stakeholders is low in all organisation types. This indicates the preference of emergency services agencies to look internally within their own operations than externally to build relationships with different specialism. Originality/value – The theoretical model in this study makes a first attempt to understand the role of organisational features in emergency response performance of organisations in Australia and New Zealand. This work contributes to theorizing emergency operations by highlighting how organisations need to manage two orientations simultaneously: their own internal as well as external orientations, together with their processes for managing both mission and direction and the need for change and flexibility.
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Horsley, Katrina. "Communication ? The vital link in best practice organisations." Australian Health Review 19, no. 4 (1996): 83. http://dx.doi.org/10.1071/ah960083.
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The critical issue of communication has been addressed by the Princess AlexandraHospital in Brisbane. The hospital commissioned a communications audit,benchmarked outside the health sector in the service industry, and designed andpiloted communication strategies at an organisational level and in selected clinicalsettings. The communications models developed have emphasised the importance ofplanning, evaluation and flexibility to enable the modification of communicationstrategies to continually improve communication in the organisation. It is envisagedthat regular communication assessments will be conducted with the use of audit toolswhich have been developed to compare results over time.
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Foroudi, Pantea, and Elisa Montes. "Corporate e-communication." Bottom Line 30, no. 3 (November 13, 2017): 201–15. http://dx.doi.org/10.1108/bl-08-2017-0023.
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Purpose The purpose of this paper is to examine the influence of corporate logo in organisations’ development of corporate e-communication. Design/methodology/approach This research model was designed based on previous studies on corporate logo, its antecedents on e-communication, corporate image and corporate reputation. Online survey was conducted for consumers and followers of the shopping social networking platforms (Facebook and Twitter) in Colombia. Findings Taking into account previous corporate constructs theories, the authors propose a new conceptual framework to explain how corporate e-communication interacts within an organisation’s structure and also to show that the consumer’s interaction in corporate e-communication platforms is based on the corporate logo perception held by consumers; as a consequence, the corporate reputation is affected. Originality/value This study contributes to the understanding and expansion of the organisation’s structure by introducing a new corporate construct, named “corporate e-communication”, defined as the digital interaction that an organisation has with its stakeholders; it involves everything it says, shows and does. However, there are a few other areas of concern with regard to consequences related to corporate image and corporate reputation, particularly in Colombian retail setting.
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OWENS, JONATHAN. "AN EVALUATION OF ORGANISATIONAL GROUNDWORK AND LEARNING OBJECTIVES FOR NEW PRODUCT DEVELOPMENT." Journal of Enterprising Culture 12, no. 04 (December 2004): 303–25. http://dx.doi.org/10.1142/s0218495804000166.
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This paper discusses New Product Development (NPD) Process and the perception required for effective NPD Learning (NPDL). A model of learning for NPD organisations is presented and the necessity to assess progression towards learning objectives at the individual, job and organisation level is shown. Three aspects of organisational groundwork are identified and discussed. These include developing the NPD process, implementing the NPD strategy and allocating resources for NPD and NPDL. Ten sets of learning objectives are identified and discussed. These are organisational analysis, barrier demolition, team working, flexible problem solving, use of advanced support tools, facilitating communication, maintaining communication, decision making, assessment of the NPD process and NPDL, and NPD risk analysis. It is proposed that adopting both an organisational needs analysis and individual needs analyses can support the development of NPD organisations. These analyses will identify the groundwork that should be undertaken by the organisation and the initial learning objectives for the individuals. The progression of NPD through the NPD process can then be assessed and implemented sufficiently.
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BIELICKA, Barbara, Agnieszka GOŹDZIEWSKA-NOWICKA, and Tomasz JANICKI. "Organisation’s communication activity and the level of process maturity – an empirical approach." Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, no. 154 (2021): 7–19. http://dx.doi.org/10.29119/1641-3466.2021.154.1.
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Purpose: The authors aimed to identify the characteristics of a process organisation, and to determine the organisation's activity in various areas, including communication. Design/methodology/approach: The research methods used in the article was an online survey. Findings: The conducted research is the first step in assessing the relations that occur between the level of process maturity of an organisation and the level of communication activity. In the surveyed organisations there is a high awareness of the need and importance of processes. Research limitations/implications: The study of corporate image and the study of reputation and prestige in the area of internal communication activity. A group of about 64% of organisations declared such activity, although to varying degrees. About 33% of respondents declared these activities as strategic. It should be assumed that they are the result of image activities, activities focused on reputation and prestige. It can be assumed that these are activities of public relations or corporate communication. Admittedly, further research reveals the lack of certain processes, which are important and determine the strategic character of these activities (e.g., lack of CSR, lack of employer branding). Practical implications: Achieving more and more process maturity through process improvement should be treated as a cyclical activity, which is oriented towards the continuous search for better solutions. Organisations that intend to improve their processes, and thus gain greater process maturity, should continually take care to shape open communication, both within the company and in the external environment. Originality/value: Strategic achievement of an integrated state of internal and external communication is based on constructive dialogue and is determined by the number of different processes, the level of communication and the level of their process maturity.
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Amadu, Mohammed Faisal, and Bismark Kwaku Anyarayor. "Understanding the Influence of Communication on Employee Work Satisfaction: Perspectives from Decentralised Government Institutions in the Oti Region, Ghana." Education Research International 2022 (March 23, 2022): 1–11. http://dx.doi.org/10.1155/2022/5024703.
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The study examines the influence of organisational communication on employees’ work satisfaction drawing on perspectives from the Oti Regional Coordinating Council in Ghana. The descriptive survey method was adopted to gather data from 100 respondents who were selected through a probability sampling method. The study deplored the quantitative method of data analysis. The data derived for this study were analysed using both descriptive and inferential statistical tools. Statistical tools such as cross-tabulation, mean, standard deviation, and linear multiple regression analysis were used to analyse the data. Findings from the study show that the channels operational in the organisation as tools of communication are face-to-face discussions, e-mails, memos, departmental meetings, group/team discussions, in-house training sessions, management/employee briefing sessions, labour union meetings, suggestion boxes, notices, and assemblies. Further findings reveal that most of the employees are satisfied with the corporate communication tools used in the organisation. Findings reveal a significant relationship between organisational communication and employee motivation which further enhances employee job performance. Organisations that want to successfully retain a satisfied workforce must be willing to employ a communication style that is more participative and employee-supportive. Based on the study findings the following recommendation was made: organisations should ensure that their internal communication networks are coordinated by experts in corporate communication. This can be achieved by creating full-time jobs for people who have received training in the communication discipline.
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Du Plessis, Charmaine. "Theoretical Guidelines for Social Media Marketing Communication." Communicare: Journal for Communication Studies in Africa 29, no. 1 (October 17, 2022): 1–20. http://dx.doi.org/10.36615/jcsa.v29i1.1668.
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Social media (user-generated content) create many innovative opportunities for those organisationsthat realise that electronic word of mouth (eWOM) can be powerful in an online environment. eWOMis now considered to provide an organisation’s online marketing communication with a competitiveedge since consumers know and trust their friends’ recommendations regarding products andservices. Social media provide organisations with an opportunity to create consumer experiencesfor consumers by making available social media tools. Organisations are interested in brandonline communities because of their ability also to build brand equity and product differentiationin the long term. Although organisations realise the huge potential of social media for eWOM andestablishing an organisation’s brand, there are no clear theoretical guidelines for social mediamarketing communication. This article proposes theoretical guidelines in terms of which socialmedia marketing communication can be considered. These guidelines are evaluated by means ofa case study of a recent social media marketing communication campaign in South Africa.
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Gonzalez Gonzalez, Jose Maria, and Constancio Zamora Ramírez. "Organisational communication on climate change." International Journal of Climate Change Strategies and Management 8, no. 2 (March 21, 2016): 286–316. http://dx.doi.org/10.1108/ijccsm-10-2014-0126.
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Purpose – This paper aims to analyse how the components of the institutional context and the adoption patterns of business practices determine the approach to carbon reporting used by organisations. Design/methodology/approach – Drawing on the New Institutional Sociology theory, this paper analyses, compares and interprets the results of the cases of four large Spanish companies which operate in different organisational fields and therefore they are subject to different institutional pressures. The results of these case studies illustrate the different approaches to carbon reporting used by organisations. Findings – The theoretical proposal of this paper establishes that the components of the institutional context (regulative, normative and cognitive), along with the adoption pattern used by organisations to control their carbon emissions (substantive or symbolic), contribute to determining their approach to carbon reporting (outside-in, inside-out, twin-track and isolated). Originality/value – The approaches to reporting and the adoption patterns have been considered independently in the previous literature, paying also scarce attention to the components of the institutional context that can have an influence on the approach to reporting used by organisations to share their environmental information. This paper contributes to bridge this gap, and its results can be of interest for supporting the decisions of policymakers, managers of organisations and society in general.
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Simonsen, Anne Hege, and Jon Petter Evensen. "Crisis, What Crisis?" Nordicom Review 38, s2 (November 28, 2017): 87–102. http://dx.doi.org/10.1515/nor-2017-0416.
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Abstract As in most countries, Norwegian and Danish media houses struggle to adjust to new technological, economic and political realities. Photo departments have seen their budgets cut and people have been let go. It looks, however, as if the organisational response to the crisis is more nuanced than it may seem at first glance. We have examined three media organisations, with a reputation for an above average interest in photojournalism, through the filter of organisational psychology. By looking at the conjunction between organisational culture, the present climate, and what we may call visual editorial competence, which relates to a photo department’s relative power within the organisation, we try to shed some light on when and why photo departments are able to implement their own crisis management and thus influence their own situation. Our findings suggest that photo departments with a strong culture are more resilient to a climate marked by disruptive change. The overall visual editorial competence does, however, impact their manoeuvring space within the organisation.
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De Lange, Lucrezea, and Dalmé Mulder. "Towards more effective leadership communication." Communicare: Journal for Communication Studies in Africa 36, no. 1 (October 17, 2022): 27–46. http://dx.doi.org/10.36615/jcsa.v36i1.1577.
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Contemporary organisations and their leaders are continually tasked with finding new ways ofcreating value for their stakeholders. Leadership effectiveness is critical within large organisations,and leadership communication ranks as the top critical driver of organisational results. Thisunderlines the importance of leaders being capable communicators responsible for adding valueto organisations. However, discussions on the topic of leadership communication are rare. Thishighlights the fact that the field of organisational communication has had limited engagementwith the world of leadership. This study aimed to address this knowledge gap and focused onthe role of communication in the leadership process, and attempted to identify ways in whichleadership communication could be improved. Leadership communication was explored from twodifferent perspectives to provide a more comprehensive analysis of the phenomenon. Rogers’revolutionary conceptual analysis was employed to investigate the foundation of the concept.Thereafter, a phenomenological study was undertaken among communication professionalsexposed to leadership communication to explore their lived experiences of the phenomenon. Thedata from the phenomenological study were used to enhance the conceptual analysis. Effectiveleadership communication was described as a socially constructed and relational concept thatshould endorse meaning-making in particular contexts. Guidelines are presented to enhance theeffectiveness of leadership communication.
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Rücker, Marius Sebastian. "A Critical Evaluation of the Psychological Contract as a Determiner of Behaviour in Organisations." International Journal of Human Resource Studies 8, no. 1 (January 2, 2018): 180. http://dx.doi.org/10.5296/ijhrs.v8i1.12403.
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Due to a perpetual increase in globalisation, it has become more significant to hire employees who believe in the corporate mission and values and to incentivise these employees to help the organisation to grow. This leads to the question whether and to which extent organisations can determine the behaviour of employees. One widely known concept of measuring and predicting the psychological satisfaction of members of an organisation is the psychological contract. Therefore, the aim of this research paper is to evaluate the psychological contract as a determiner of behaviour in organisations. In order to conduct this evaluation, different stages of the relationship between employees and organisations are examined. The evaluation of the psychological contract in regards to these different stages has led to the result that the psychological contract determines organisational behaviour though external influences and through internal communication of an organisation. In addition to that, the critical evaluation has shown that the psychological contract continues to be a field of interest in organisations in the future and for prospective examinations.
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Meirinhos, Galvão, António Cardoso, Maria Neves, Rui Silva, and Reiville Rêgo. "Leadership Styles, Motivation, Communication and Reward Systems in Business Performance." Journal of Risk and Financial Management 16, no. 2 (January 25, 2023): 70. http://dx.doi.org/10.3390/jrfm16020070.
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This research project aims to analyse the leadership and communication styles adopted by Angolan companies, particularly in Benguela province, and their impact on the results of these organisations. In Angola, and with the recent assimilation of the principles of market economy, the figure of the leader must abandon old management paradigms and integrate the modern principles of management of organisations into their functions, not only focusing on achieving the goals of the company but also on creating an environment conducive to the participation and involvement of employees, articulating strategies so that everyone grows in and with the organisation. Thus, the general objective of the research is to assess the managers’ perception of their leadership style (transformational, transactional, and laissez-faire) and its impact on the organisation’s performance. To this end, a quantitative study was carried out using a questionnaire, using, among other dimensions, the multifactorial leadership questionnaire (MLQ), distributed to a sample of 227 managers. Data were analysed using SPSS using descriptive statistics (frequencies, means, standard deviation) and inferential statistics (t-test, ANOVA, Tukey’s test). The results show that the leaders perceive their leadership styles as transformational and recognise that communication, motivation, and the reward system strongly impact the organisation’s performance.
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Twum-Darko, Michael, and Tiko Iyamu. "Politicking information technology strategy in organisations: A case study of a selected organisation in South Africa." Journal of Governance and Regulation 4, no. 3 (2015): 107–14. http://dx.doi.org/10.22495/jgr_v4_i3_c1_p2.
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The paper discusses the impact of organisational polities on IT strategy formulation and implementation in an organisation. The objective is to determine the extent of organisational polities on strategy implementation in an organisation. The paper considered the interplay between stakeholders in influencing IT strategy formulation and implementation in an organisation as a socially constructed phenomenon. Thus, the phenomenon can be interpreted and understood by using social theories such Structuration Theory. Hence the paper adopted ANT as a lens through which to understand and interpret the sociotechnical processes associated with IT strategy formulation and implementation in an organisation. Through IT strategy, many organisations attempt to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the organisational strategy. It is therefore arguable that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is formulated and articulated. What is missing though, is less attention to the implementation of it. Using interpretive research philosophy and employing semi-structured interviews as data collection instrument, this paper attempts to suggest a matrix that will assist organisation to comprehend and deal with organisational politics to reduce its negative impact on IT strategy formulation and implementation in an organisation.
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Vos, Marita, Henny Schoemaker, and Vilma Liisa Luoma-aho. "Setting the agenda for research on issue arenas." Corporate Communications: An International Journal 19, no. 2 (April 1, 2014): 200–215. http://dx.doi.org/10.1108/ccij-08-2012-0055.
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Purpose – This paper seeks to contribute to the field of corporate communication by clarifying the theoretical basis of communication in issue arenas and proposing an agenda for research on issue arenas. Design/methodology/approach – Drawing on insights from stakeholder thinking, network theory, issues management, and agenda-setting theory, the authors identify different levels of analysis that could explain the behaviour of organisations in the public debate on current issues. Findings – The organisation-centred approach is replaced by a strong emphasis on interaction in networks of organisations, groups and individuals. Decision-making on communication strategies can be further developed by analysing the particularities of each issue arena, in particular the characteristics of the issue and the actors involved as well as the course of the debate and the communication strategies utilised in stakeholder interaction. Research limitations/implications – This theoretical approach calls for further research, but offers an agenda and suggests four starting levels for analysis. Practical implications – This paper provides a timely approach to the analysis of corporate communication that may help understand the complexities of a rapidly changing organisational environment and, ultimately, assist organisations in developing customised communication strategies suited to each issue arena relevant to their operations. Originality/value – Insights from various theories are brought together to serve as a starting point for the further analysis of communication in issue arenas.
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Hoogervorst, Jan, Henk van der Flier, and Paul Koopman. "Implicit communication in organisations." Journal of Managerial Psychology 19, no. 3 (April 2004): 288–311. http://dx.doi.org/10.1108/02683940410527766.
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Bueno Doral, Tamara, María Lara, and Noelia García‐Castillo. "Social care for the migrant population in Spain: needs and strengths of organisations during the COVID-19 pandemic and infodemic." International Journal of Migration, Health and Social Care 18, no. 1 (December 14, 2021): 16–30. http://dx.doi.org/10.1108/ijmhsc-10-2020-0097.
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Purpose In the past months, the authors have experienced an exceptional global situation that especially affects the most vulnerable population. This paper aims to analyse the needs, strengths and good practices of the organisations that have continued to study with the migrant population during the health crisis. The main objective was to determine how the health, social and communication crisis has affected the management of the organisation itself, the communications with its direct beneficiaries, the communications with the rest of society, as well as the perception that organisations specialised in migration have about how media has communicated the information of COVID-19 and migrant population. Design/methodology/approach The authors have circulated a questionnaire with open questions that covered the four dimensions previously mentioned. Findings The results show the analysis of the answers of 11 of the most important national and international organisations in the field of migration and refuge that operate in Spain. Originality/value Key issues have emerged related not only to the principal management concerns, internal digital communication, the adaptability of external communication and the major effort required to provide information about migration but also to innovative good practices. That other third sector organisations focussed on migration will be able to apply in the future and in other geographic areas.
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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.
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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
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John, Alison. "Internal communication and information integrity." Global Knowledge, Memory and Communication 69, no. 1/2 (September 12, 2019): 5–6. http://dx.doi.org/10.1108/gkmc-06-2019-0064.
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Purpose Internal communication and information integrity – a professional services approach to the impact of “fake news”. This paper aims to explain how to build internal communication so that staff can recognise real from fake and the impact that “fake news” can have on organisations through global media. Design/methodology/approach The author offers a personal perspective of the potential impact of “fake news” on an organisation, and of how internal communication can be built on trust and transparency. Findings Most effective internal communications are built on the authenticity of the brand. Staff can recognise internal “fake news” and become more adept at recognising other forms of fake news from a global media perspective. Originality/value This is a personal response to the subject of fake news and information integrity. The paper illustrates an internal communications perspective within a small academic organisation.
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Ruão, Teresa, and Margarida Kunsch. "Organisational and Strategic Communication: Editorial Introduction." Comunicação e Sociedade 26 (December 28, 2014): 14–20. http://dx.doi.org/10.17231/comsoc.26(2014).2022.
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The study of communication in organisations – in a broad sense, and without source scientific field restrictions (which included traditional research into Organisational Communication, Public Relations, Institutional Communication, Internal Communication, Advertising, Promotion or Corporate Communication, among others)...
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Kaye, Michael. "Organisational Myths and Storytelling as Communication Management: A Conceptual Framework for Learning an Organisation's Culture." Journal of Management & Organization 1, no. 2 (March 1995): 1–13. http://dx.doi.org/10.1017/s1833367200006295.
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AbstractThis paper explains how organisational myths and stories are vehicles of communication management (Kaye 1993; 1994). Contemporary scholars (eg Brown 1992; Boje 1991b) have argued that stories and myths are not only important communicative tools for learning within organisations but also powerful media for bringing about changes in people and in the culture of their workplace. People-associated changes include ways in which professional relationships and interpersonal communication are affected. In turn, the effects of mythologising and storytelling on organisational behaviour and communication are likely to have further-reaching consequences in shaping the culture of human systems.Myth-making in organisations involves the identification of heroic and legendary archetypes. Such archetypes often serve as exemplars or role models for people-in-systems. The telling of stories involving heroic role models can have a marked influence on the shaping of communication between managers and their staff. Often the exploits of heroes become embellished through repeated oral versions. Stories gradually acquire a mythical quality or status. Significantly, the incorporation of stories into an organisation's culture will depend a lot on the credibility of the storyteller. When managers are perceived to have high credibility, they have a powerful means of helping those they supervise to learn, to achieve professional goals, and thus to contribute to the strategic growth of their organisations.In this paper, myth-making and storytelling are considered to be specialised facets of communicative competence and analysed in terms of the Adult Communication Management Model (Kaye 1993; 1994). Attention is given to the effect of myth-making and storytelling on the covert ‘shadow-side’ culture of human systems. It is argued that the understanding and management of shadow-side communication is an integral component of effective organisational behaviour and survival. It is also proposed that such understanding and the ability to manage shadow-side communication is closely related to managers' awareness of prevailing myths and stories within their organisations. Finally, it is argued that managers who are skilled storytellers have the opportunity to help their staff develop communication abilities in a workplace conducive to learning.
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Kaye, Michael. "Organisational Myths and Storytelling as Communication Management: A Conceptual Framework for Learning an Organisation's Culture." Journal of the Australian and New Zealand Academy of Management 1, no. 2 (March 1995): 1–13. http://dx.doi.org/10.5172/jmo.1995.1.2.1.
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AbstractThis paper explains how organisational myths and stories are vehicles of communication management (Kaye 1993; 1994). Contemporary scholars (eg Brown 1992; Boje 1991b) have argued that stories and myths are not only important communicative tools for learning within organisations but also powerful media for bringing about changes in people and in the culture of their workplace. People-associated changes include ways in which professional relationships and interpersonal communication are affected. In turn, the effects of mythologising and storytelling on organisational behaviour and communication are likely to have further-reaching consequences in shaping the culture of human systems.Myth-making in organisations involves the identification of heroic and legendary archetypes. Such archetypes often serve as exemplars or role models for people-in-systems. The telling of stories involving heroic role models can have a marked influence on the shaping of communication between managers and their staff. Often the exploits of heroes become embellished through repeated oral versions. Stories gradually acquire a mythical quality or status. Significantly, the incorporation of stories into an organisation's culture will depend a lot on the credibility of the storyteller. When managers are perceived to have high credibility, they have a powerful means of helping those they supervise to learn, to achieve professional goals, and thus to contribute to the strategic growth of their organisations.In this paper, myth-making and storytelling are considered to be specialised facets of communicative competence and analysed in terms of the Adult Communication Management Model (Kaye 1993; 1994). Attention is given to the effect of myth-making and storytelling on the covert ‘shadow-side’ culture of human systems. It is argued that the understanding and management of shadow-side communication is an integral component of effective organisational behaviour and survival. It is also proposed that such understanding and the ability to manage shadow-side communication is closely related to managers' awareness of prevailing myths and stories within their organisations. Finally, it is argued that managers who are skilled storytellers have the opportunity to help their staff develop communication abilities in a workplace conducive to learning.
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Veerasamy, Dayaneethie, and Jeevarathnam Parthasarathy Govender. "E-Communication and Customer Satisfaction: a Case of the Mobile Telecommunications Industry in South Africa." Journal of Economics and Behavioral Studies 9, no. 2 (May 18, 2017): 189. http://dx.doi.org/10.22610/jebs.v9i2.1660.
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Electronic communication (e-communication) refers to communicating by electronic means, especially over computer networks. Organisations use the internet to distribute valuable content in a variety of ways including e-newsletters, articles, videos, webinars, chats, live online events, social networks and forums. Customer satisfaction measures how well the expectations of a customer concerning a product or service provided by an organisation have been met. Customers can be satisfied with more than just the organisation’s product offerings. Customers use the Internet to search for general information, instruction guides or tips that they consider interesting or valuable. They often base their buying decisions on what they find. Valuable content can result in positive advertising as customers share positive content-related experiences with others. It can also increase loyalty as customers start to view or perceive an organisation as an expert about industry-related topics. This paper examines the relationship between e-communication and customer satisfaction within the mobile telecommunications industry in South Africa. This research was quantitative, descriptive and cross sectional in nature. The study found that e-communication was being used by the majority of the service providers in the mobile telecommunications industry and that it led to increased customer satisfaction.
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Čudanov, Mladen, Aleksandar Rakićević, and Gheorghe Savoiu. "Composite Indicator of the Organisational Information and Communication Technologies Infrastructure—A Novel Statistical Index Tool." Mathematics 10, no. 15 (July 26, 2022): 2607. http://dx.doi.org/10.3390/math10152607.
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This paper proposes a tool for objective evaluation of organisations’ information and communication technologies (ICT) infrastructure development level: Composite Indicator of the Organisational Information and Communication Infrastructure—CIOICTI. Based on separate research in 68 different companies, it aggregates hardware, software and humanware aspects of ICT development in organisations, especially valuing companies with synergetic aspects. It consists of six linear and non-linear indicator components, each designed to evaluate one specific aspect of ICT development, based on the weighted sum principle. The proposed CIOICTI examines ICT infrastructure as a necessary but not sufficient condition for successful ICT usage in business performance improvement. The obtained CIOICTI values are summarised in the distribution and tested for normality. Results are tested on the data from observed companies, averaged according to company size and industry and benchmarked. The proposed composite indicator can be used as an objective tool for researchers and practitioners to assess the level of ICT development for benchmarking with other companies, planning organisational changes or assessing infrastructural requirements for planning and implementation of ICT related projects in a business organisation.
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Johansson, Catrin, Vernon D. Miller, and Solange Hamrin. "Conceptualizing communicative leadership." Corporate Communications: An International Journal 19, no. 2 (April 1, 2014): 147–65. http://dx.doi.org/10.1108/ccij-02-2013-0007.
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Purpose – The concept of “communicative leadership” is used in organisations that analyse and develop leaders' communication competence. A scholarly definition of this concept is lacking, and the implications of leaders' communication and the development of communication competence for organisations are rarely discussed. The purpose of this paper is to create a theoretical framework around the concept of “communicative leadership”, which can contribute to future research and development of leaders' communication competence. Design/methodology/approach – Three research questions were addressed: what communicative behaviours are central to leaders? How can “communicative leaders” be characterised? What is a “communicative leader”? Literature from the leadership and communication research fields was reviewed and related to these questions. Findings – Four central communicative behaviours of leaders (i.e. structuring, facilitating, relating, and representing), eight principles of communicative leadership, and a tentative definition are presented. A communicative leader is defined as someone who engages employees in dialogue, actively shares and seeks feedback, practices participative decision making, and is perceived as open and involved. Practical implications – A theoretical foundation to the practice of analysing and developing leaders' communication competence is provided, which is related to employee engagement and organisational performance. Originality/value – Communicative leadership is a concept emerging from organisational needs, articulated by corporate and public organisation leaders. This article links its core constructs to academic quantitative and qualitative research in an integrated framework, which can guide further research and the development of leaders' communication competence.
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Georgiadou, Elli, Kerstin Siakas, and Bo Balstrup. "The I5P Visualisation Framework for Performance Estimation through the Alignment of Process Maturity and Knowledge Sharing." International Journal of Human Capital and Information Technology Professionals 2, no. 2 (April 2011): 37–47. http://dx.doi.org/10.4018/jhcitp.2011040104.
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This paper argues that Knowledge Management (KM) and Knowledge Sharing (KS) are strongly linked to organisational maturity. The mechanisms that enable this upward movement and depict measurable effects of performance as the organisation climbs from ad hoc levels to institutionalised high levels of process maturity are investigated. The I5P visualisation framework which aligns a Knowledge Sharing level to the appropriate maturity level and characterises the process from incidental to innovative is examined. This framework provides the basis, in terms of preparedness and disposition towards knowledge sharing, for estimating and measuring organisational performance. In today’s competitive global business environment organisations are increasingly dependent on Information and Communication Technologies (ICTs) and particularly vulnerable to knowledge dilution. The framework links knowledge sharing to process maturity providing a framework that aims to encapsulate tacit accumulated knowledge in the organisation by preserving it for future needs. The framework will be useful to Information Technology (IT) organisations that are familiar with maturity models, such as CMMI.
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Stroh, Ursula. "Communication management in a millennium of chaos and change." Communicare: Journal for Communication Studies in Africa 17, no. 2 (October 31, 2022): 16–41. http://dx.doi.org/10.36615/jcsa.v17i2.1855.
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Changes occur in organisations because of changes in the environment.Conflicts arise between the organisation and internal and externalstakeholders of the organisation because of these uncontrolledinfluences. Small points of disorder may easily escalate into disorderedcrises and chaos (bifurcations and the butterfly effect). Communicationmanagement - and specifically constructive conflict management - couldlead to 'positive chaos' and a culture (strange attractor) of constantchange. Positive chaos implies an unstable, seemingly disorderedsituation that could bring about productive, creative, and improvedresults. Communication management could be used by organisations toreorganise themselves out of disorder and chaos by facilitating conflictsand diversity. Strategic planning will become even more important, butwill have to change from the basic premise of control and prediction toscenario planning, and the emphasis will be on relationship building.
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Zhao, Na, Congcong Lei, Hui Liu, and Chunlin Wu. "Improving the Effectiveness of Organisational Collaborative Innovation in Megaprojects: An Agent-Based Modelling Approach." Sustainability 14, no. 15 (July 25, 2022): 9070. http://dx.doi.org/10.3390/su14159070.
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As the complexity, breadth of expertise and number of agents involved in megaprojects grow, collaborative innovation models become invaluable for helping to achieve sustainable project development. On this basis, the purpose of this study is to explore the innovation output mechanisms used for collaborative innovation in megaproject (CIMP) systems by the agent-based modelling (ABM) approach, and to promote the efficiency and effectiveness of organisational collaborative innovation through variable controls. A multi-agent simulation CIMP model was developed using the NetLogo tool. The model encompasses the behavioural factors and interaction rules that affect organisational CIMP. Four simulations were conducted, and the results showed that (1) the innovation environment, including policy environment, cultural climate, and engineering demand, has a positive effect on the output rate of CIMP; (2) a larger scale of innovative network organisation accelerates innovation output; (3) innovative organisations must avoid enforcing high standards for cooperation, communication, and recognition abilities when selecting partner organisations; (4) innovative organisations’ ability to absorb technology, information, and knowledge is positively related to output, while an increase in behavioural costs reduces the scale of innovative network organisations, thereby affecting their output. This study developed its CIMP theory from the perspective of organisational behaviour. The findings are expected to provide methodological and practical guidance for the selection of innovation agents, behavioural patterns, and for guaranteeing efficient innovation in collaborative megaproject organisations.
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Liukinevičienė, Laima, and Jurgita Blažienė. "The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors." Socialiniai tyrimai 45, no. 1 (February 20, 2022): 8–35. http://dx.doi.org/10.15388/soctyr.45.1.1.
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Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights:
According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation.
The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020).
Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020).
Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate.
The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups:
1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience – to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.
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Iyamu, Tiko. "The Impact of Organisational Politics on the Implementation of IT Strategy." International Journal of Sociotechnology and Knowledge Development 3, no. 3 (July 2011): 15–39. http://dx.doi.org/10.4018/jskd.2011070102.
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Through IT strategy, many organisations intend to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the strategy. It would therefore seem that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is articulated and formulated. What is missing is that there has been less attention on the implementation of the strategy. Also, in most organisations, technical issues are minor compared to the relationship issues. There are many factors which influence the implementation of the IT strategy. This paper focuses on how organisational politics as examined by two underpinning theories, Structuration Theory and Actor-Network Theory, impact the implementation of IT strategy.
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Serfontein-Jordaan, Muriel, and Dawie Bornman. "Dialogic communication management theory and engagement with investors." Communicare Journal for Communication Sciences in Southern Africa 41, no. 1 (August 5, 2022): 63–76. http://dx.doi.org/10.36615/jcsa.v41i1.1396.
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Considering the recent corporate scandals faced by the South African capital market, stakeholders are understandably more sceptical about the accuracy and transparency of information being communicated to them. An integral stakeholder group which forms part of the success of an organisation is its investors. Since investors have increasing demands and specific information needs, it is essential that organisations communicate relevant and useful information by means of investor relations. However, despite its importance, academic research in the field of investor relations, specifically in terms of communication, is lacking and does not correlate with the importance of the function in corporate practice. The aim of this study was to critically evaluate the current IR practices of JSE listed organisations; to determine whether these aforementioned organisations participate in dialogic engagement with investors. This was done by investigating investor relations theory within the broader context of dialogic theory. The research design employed in this study was an interpretive multiple case study qualitative inquiry. The findings are the culmination and outcome of a synthesis of an in-depth literature review, a content analysis of communicative products- and semi-structured interviews with the investor relations officers of the case organisations.
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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.
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Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.
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Spear, Sara, and Stuart Roper. "Storytelling in organisations: supporting or subverting corporate strategy?" Corporate Communications: An International Journal 21, no. 4 (October 3, 2016): 516–32. http://dx.doi.org/10.1108/ccij-02-2016-0020.
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Purpose Storytelling is claimed to be an effective way of communicating corporate strategy within organisations. However, previous studies have tended to focus holistically on storytelling in organisations rather than investigating how different groups may use and be influenced by stories. The purpose of this paper is to address these gaps in the literature by investigating how storytelling in internal communication can either support or subvert corporate strategy. Design/methodology/approach A qualitative study was conducted into storytelling in two large companies in the UK energy industry. Data were collected through 70 semi-structured interviews, documentary research, and observation research. Impression management theory was used to analyse how stories supported or subverted corporate strategy. Findings Storytelling by employees in the corporate and customer service areas of the organisations showed the greatest support for corporate strategy. There was more subversive storytelling in the operational areas, particularly by lower level employees. Stories subverted corporate strategy by recounting incidents and encouraging behaviour that contradicted the organisation’s vision/goals and values. Originality/value The study shows the important contribution of employees to the collective sensemaking process in organisations, by narrating supportive or subversive stories. Engaging employees in storytelling can enhance support for corporate strategy, however, managers should also see subversive stories as an opportunity to identify and address problems in the organisation.