Journal articles: 'Interal communication'

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Ishak, Aswad. "Peran Public Relations dalam Komunikasi Organisasi." Jurnal ASPIKOM 1, no. 4 (January 21, 2012): 373. http://dx.doi.org/10.24329/aspikom.v1i4.38.

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Organization is currently experiencing growth and remarkable development. An increasingly diverse public characters, both interal and external, require special handling in communicating to them. Communication activities of the organization is a strategic communications activities that need to be run by the organization. This communication activities involving management as important decision makers in the organization. Through public relations activities of the organization’s strategic communication can run well. Public relations must have the full support of management to be able to carry out the task.

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Demchenko, Hanna. "Methodological support for estimating the level of internal communications efficiency at an enterprise." Development Management 17, no. 2 (September 9, 2019): 37–48. http://dx.doi.org/10.21511/dm.17(2).2019.05.

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Systematic analysis of the level of communication efficiency at an enterprise ensures its increased performance. Thus, it helps to establish long-term partnership relations with contact audiences and to form consumer loyalty in the external environment. As for the internal environment of an enterprise, the analysis of communication processes can reveal the “unformalized” relations between management and subordinates, determine the degree of autonomy of the individual units, evaluate the effectiveness of the feedback between the components of the management structure. It thus helps to establish effective communication processes within the enterprise. Therefore, assessing the effectiveness of communication processes at an enterprise is of particular significance. In view of this, the purpose of the article is to develop a methodological support for estimating the level of internal communications efficiency at the enterprise. The system of indicators for the internal communications assessment has been proposed, which includes quantitative and qualitative indicators and makes it possible to comprehensively assess the state and the level of internal communications efficiency. In order to assess the level of internal communications effectiveness, the methodological approach is proposed, which is based on the use of expert methods, taking into account logical rules for constructing functions of each element attribute and the process of internal communications. This methodological approach may be used at the industrial enterprises in order to determine the level of internal communications efficiency at the operating departments or at the enterprise as a whole.

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Gismera, Eduardo, Jose Luis Fernandez, and Jesus Labrador. "Comunicación interna, sufrimiento y gestión de personas Una aportación desde la filosofía." aDResearch ESIC International Journal of Communication Research 16, no. 16 (July 1, 2017): 116–35. http://dx.doi.org/10.7263/adresic-016-006.

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Sanahuja Peris, Guillermo. "La comunicación interna y las redes de comunicación multimedia en los clubes deportivos profesionales españoles." aDResearch ESIC International Journal of Communication Research 08, no. 08 (July 1, 2013): 110–27. http://dx.doi.org/10.7263/adresic-008-06.

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Krawchuk, Fred T. "Strategic Communication: An Integral Component of Counterinsurgency Operations." Connections: The Quarterly Journal 05, no. 3 (2006): 35–50. http://dx.doi.org/10.11610/connections.05.3.04.

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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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Sinčić Ćorić, Dubravka, and Anja Špoljarić. "The origins of internal communication and employer branding in marketing theories." Communication Management Review 06, no. 01 (July 28, 2021): 30–45. http://dx.doi.org/10.22522/cmr20210163.

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Internal communications and employer branding are recognized as important tools for achieving an inspirational working environment, which is both an aim and a means of differentiation between organisations. A growing number of studies demonstrate a connection between internal communication and employee identification with the organisation they work for, as well as with their perception of employer’s brand. The aim of this theoretical paper is to identify and elaborate theoretical foundations that contributed to the development of these two concepts. For that purpose, marketing schools of thought, primarily social exchange school of marketing thought and relationship marketing are analysed and related to the concepts of internal communication, and employer branding. The analysis shows that social exchange school theories can be applied to describe values that are exchanged through internal communication and employer brand activities, while relationship marketing principles are used when implementing these activities in order to develop positive employee relationships.

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Kišić, Alen. "Information and Communications Technologies as a Driver of Effective Internal Communication." Open Journal for Information Technology 3, no. 2 (December 1, 2020): 39–52. http://dx.doi.org/10.32591/coas.ojit.0302.01039k.

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Internal communication is considered to be fundamental process for organization. The information and communication technology (ICT) has been a strong trigger of organizational change in every aspect, as well as in internal communication. This paper investigates ICT tools usage effects on internal communication. Three research hypothesis were set up: (i) employees’ perceived importance of internal communication has a relationship with their ICT usage, (ii) employees’ perceived quality of internal communication has a relationship with their ICT usage, and (iii) ICT tools usage contributes to the perceived impact of IT on informing, motivation, productivity, loyalty, organizational development understanding, reducing rumors within organization of employees, willingness to change and overall satisfaction of employees. In order to test hypothesis, data were collected via an online survey conducted among Croatian public relations experts. Data mining was applied in data analysis: including both, descriptive (distributions) and predictive models (Bayesian networks). Sensitivity analysis of Bayesian networks identified significant factors of successful internal communication. Results showed that Skype usage mostly contributed to the quality of internal communication, whereas social network usage mostly contributed to the perceived importance of internal communication. Bayesian network model identified e-mail usage as a predictor of employees informing and chat usage as predictor for productivity of employees. Organizations’ management should embrace opportunities that new technologies have brought to the field of internal communications and use it as a tool for improvement.

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Chen, Rita. "The stakeholder-communication continuum: An alternate approach to internal and external communications." Journal of Professional Communication 6, no. 1 (June 10, 2020): 7–33. http://dx.doi.org/10.15173/jpc.v6i1.4350.

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Academic scholarship and professional literature have defined communications as existing in two groups: internal and external/public relations. However, globalism, technology, evolving communication practices, and the maturation of the public relations field have evoked changing attitudes and perceptions regarding stakeholder identification, publics, and communications. This researcher sent a broad, representative survey to university alumni, conducted in-depth interviews with university staff, and performed a content analysis of alumni-facing communications, resulting in an alternate method of viewing internal and external communications. Dubbed the stakeholder-communication continuum, the theory places internal and external communications on either end of a spectrum, with stakeholder groups plotted along the continuum based on their relationship to the organization and each other. ©Journal of Professional Communication, all rights reserved.

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Smirnova, T. V. "EMOTIONALITY IN THE DIGITAL SPACE." Вестник Удмуртского университета. Социология. Политология. Международные отношения 4, no. 3 (September 30, 2020): 259–64. http://dx.doi.org/10.35634/2587-9030-2020-4-3-259-264.

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The article discusses the problem of expressing emotions in social networks as a special case of adapting the digital space to the needs of users. Emotions, representing an integral (mental and physiological) reaction of a personality to a phenomenon or event, are an integral part of everyday life, reflecting a person's attitude to objects of external and internal reality in the direct form of experiences. The digital environment, expanding its influence, presupposes significant changes in many aspects of communicative behavior, including the manifestation of emotions. The main question posed in the article is whether in the digital space the “natural” is absorbed by the “artificial” through a fundamental transformation of traditional forms of communication? The article presents the results of an empirical study carried out by a questionnaire survey among students in Moscow. The research goal is to study the possibilities, methods, feasibility and features of expressing emotions in social networks. The subject of the research is the forms, nature, features of emotionality manifestations in the digital space. The research hypothesis is as follows: despite the main characteristics of digital communications (speed, brevity, promptness of information, accessibility), emotions inherent in ordinary human communication also find expression and transmission channels; at the same time, the manifestation of emotions with an obviously necessary change in the form and tools does not lose its significance while communicating in social networks. The results of the research presented in the article show that the emotional component of communication does not lose its relevance in the digital space. The need for the expression of emotions by users was quickly recorded by the creators and developers of social networks, who proposed a number of symbolic expressions of emotions to fulfill the need that arose. By the analysis of methods and possibilities of expressing emotions during communications in social networks, the article concludes about the adaptive characteristics of the digital environment for usual and, at the same time, necessary for a person communication attributes.

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HOFFMANN, Tomasz. "INTERNAL COMMUNICATION IN POLICE FORCE." Scientific Journal of the Military University of Land Forces 163, no. 1 (January 2, 2012): 28–40. http://dx.doi.org/10.5604/01.3001.0002.3226.

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Internal communication is the cornerstone in police force. It improves its functioning, and also provides a framework for internal communication processes taking place in this organization. Without adequate communication in its various resources, police force is no longer useful. Hence, effective management requires the use of appropriate communication tools to support current management, the use of the appropriate methods of communication, motivation and support system using communication tools to identify the development needs of managers.The purpose of this paper is to present the essence of internal communication and its perception by police officers themselves. The author’s intention was to identify the function of internal communication in terms of informing and communicating between police officers. Furthermore, the author focuses on the communication processes that occur in the vertical relationships between individuals and the organizational units of police force. This is supported by the interviews carried out in the City Police Headquarters in Poznań.

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Shinkarenko, Tatyana, Roman Smirnov, and Aleksey Beloshitskiy. "Studying the organizational structure effectiveness on the basis of internal communication analysis." Upravlenets 11, no. 2 (April 28, 2020): 27–40. http://dx.doi.org/10.29141/2218-5003-2020-11-2-3.

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Digital technologies are changing corporate communication due to the opportunity to make contact via e-mail, social networks and messengers, which leads to the transformation of a company’s organizational structure. At the same time, the organizational structure should guarantee the effective implementation of communicative functions. Methodologically, the research relies on organizational theory when declaring communication to be one of the main functions of an organization that allows managing the organization and ensuring low transaction costs of internal communications. The present article aims to assess the possibility of using traces of internal corporate communication to gauge the organizational structure’s effectiveness. The authors adopt statistical and mathematical methods, such as the construction of a communication graph, clustering and comparative analysis. We process server data on intra-domain communications of the organization, build a communication graph, and evaluate various parameters reflecting its stability and flexibility and influencing the organizational structure’s effectiveness. Based on the proposed indicators, the study assesses the level of communication efficiency of each element of the company’s structure. The results of the research exploiting non-traditional sources of information and approaches allow us to evaluate the correspondence between the organizational structure and the cluster structure of communications, as well as the sustainability of internal and external communication of each element.

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Setyanto, Yugih, and Paula T. Anggarina. "Public Relations: Membangun Komunikasi Internal dalam Perusahaan." KANAL: Jurnal Ilmu Komunikasi 6, no. 1 (September 2, 2017): 55. http://dx.doi.org/10.21070/kanal.v6i1.1424.

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Public relations had a management function within the company. The process of public relations entirely refers to a managerial approach consisting of fact finding, planning, communications and evaluation. In addition, public relations also runs internal activities to build good communication between the parties involved in the company to create a conducive working atmosphere. Internal communication within the company becomes an important element in creating a good working climate especially in companies whose employees have diverse cultural and social backgrounds. This paper discussed public relations in support of internal communication in the company.

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JAKUBIEC, Marcin. "THE IMPORTANCE OF INTERNAL COMMUNICATION FOR MANAGEMENT OF AN ORGANISATION." Scientific Papers of Silesian University of Technology. Organization and Management Series 2019, no. 134 (2019): 47–62. http://dx.doi.org/10.29119/1641-3466.2019.134.4.

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Gismera Tierno, Eduardo, Jose Luis Fernandez Fernandez, and Jesus Labrador Fernandez. "Comunicación interna, sufrimiento y gestión de personas Una aportación desde la filosofía." aDResearch ESIC International Journal of Communication Research 16, no. 16 (July 1, 2017): 116–35. http://dx.doi.org/10.7263/adresic-016-06.

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Fimbel, N. "Communicating Realistically: Taking Account of Politics in Internal Business Communications." Journal of Business Communication 31, no. 1 (January 1, 1994): 7–26. http://dx.doi.org/10.1177/002194369403100101.

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Elías Villanueva, Enrique. "Relación entre la comunicación interna y la administración de la controversia pública." Correspondencias & Análisis, no. 5 (October 31, 2015): 75–93. http://dx.doi.org/10.24265/cian.2015.n5.04.

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Ilyashenko, Lubov K. "IMPLEMENTATION OF INTERNAL COMMUNICATIONS WITH TEACHING MATHEMATICS IN A TECHNICAL UNIVERSITY." Humanities & Social Sciences Reviews 7, no. 3 (May 25, 2019): 599–603. http://dx.doi.org/10.18510/hssr.2019.7390.

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Purpose of Study: The aim of this paper was to provide a model of internal communication for a technical faculty. Methodology: This was a descriptive-analytic study, small ways of communicating were identified, then their logical model was prepared in such a way that it included all types of communication and a comprehensive model for internal communication. Results: The results showed that in order to have a successful internal communication in a technical university, a model for internal communication should be developed. Implications/Applications: In the proposed model, it was pointed out that internal communication should include student communication with all components of education. The best kind of communication was also considered as two-way communication.

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Bobyleva, Mariia Vadimovna. "The role of intracorporate communications in the personnel management system of the organization." Interactive science, no. 4 (38) (April 21, 2019): 34–35. http://dx.doi.org/10.21661/r-486286.

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The paper considers the influence of intracorporate communications on the organization's personnel management system. Internal corporate communications are one of the most important factors that directly affect the productivity and motivation in a company. The formation and improvement of the internal communications system and the correct usage of internal communication tools in the company's personnel management activities allow to achieve high efficiency and help build a strong HR brand.

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Logan, Stuart. "SoftServe’s workplace launch for global collaboration." Strategic HR Review 16, no. 5 (October 9, 2017): 207–10. http://dx.doi.org/10.1108/shr-07-2017-0040.

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Purpose The purpose of this paper is to share how SoftServe launched a new internal communications platform Workplace by Facebook. Design/methodology/approach For a global company like SoftServe, operating in over 30 locations in Europe and the USA, it was crucially important to have an internal communications platform, which can effectively connect over 4,000 employees and be available on-the-go from any device. Findings The introduction of corporate social network helped to make internal communication two-sided, more informal and easy. This paper indicates the results of a new tool launch in terms of associates’ engagement and change in a mode of communication. Originality/value The case-study reveals step-by-step story on the introduction of a new communication tool to employees.

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Rafajac, Ozren, and Alen Jakupović. "Integral Communication Tool." International Journal of e-Collaboration 13, no. 3 (July 2017): 1–21. http://dx.doi.org/10.4018/ijec.2017070101.

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An integral communication tool is producing a coherent message while attempting to achieve synergy among different types of communicators. By encouraging a purposeful dialogue and automatic exchange of relevant information, these kinds of tools can improve our mutual understanding, cooperation, collaboration and competitiveness. The main problem in collaboration is finding compatible partners, friends and people (with similar interests) with whom we can build long-term relationships in different fields of life, such as family relations, education and leisure. The same applies to all economic activities. The authors find a solution to this problem in the development of an integral communication tool that has the three main objectives: self-improvement, relationship improvement and qualitative improvement of collaboration. By analyzing the requirements of potential users, the authors have developed a conceptual model of an integral communication tool that explains its basic functions, subsystems and information connections.

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MAURIELLO, STEFANIA. "INTERNAL COMMUNICATION 2.0." International Journal of Management Cases 12, no. 1 (January 1, 2010): 58–62. http://dx.doi.org/10.5848/apbj.2010.00030.

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Strandberg, Julia Matilda, and Orla Vigsø. "Internal crisis communication." Corporate Communications: An International Journal 21, no. 1 (February 1, 2016): 89–102. http://dx.doi.org/10.1108/ccij-11-2014-0083.

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Purpose – The purpose of this paper is to contribute to the study of internal crisis communication, not only the communication from the management to the employees, but also the employees’ communication with each other, in order to highlight the role of communication in the employees’ sensemaking during a crisis situation. Design/methodology/approach – The study was conducted as interviews with both managers and employees at a municipality in the Stockholm region, where a former employee had just been accused of embezzling approx. 25 million SEK. The interviews were analysed with particular interest to descriptions of how information was communicated, and how the sensemaking process developed. Findings – The crisis communication was successful when it came to informing external stakeholders and media. But the management and the employees had different views on the communication. The employees felt that management did not present all the information they needed, which made their sensemaking based on assumptions and rumours, and on the culture in the unit. Management interpreted that the crisis was not due to a culture problem, while the employees felt that there was a shared responsibility. Blaming the former employee was perceived as a way of dodging the cultural problems. Practical implications – Conclusions can be generalized into three points: first, differences between external and internal crisis communication need to be taken into account. Second, a crisis can strengthen existing patterns within a dysfunctional culture. Third, do not use single employees as scapegoats, putting all blame on them. Originality/value – The study shows the significance of culture and rumour as components of sensemaking in a crisis situation. The results should be applicable to most kinds of organizations, commercial or not.

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Men, Linjuan Rita. "Strategic Internal Communication." Management Communication Quarterly 28, no. 2 (February 21, 2014): 264–84. http://dx.doi.org/10.1177/0893318914524536.

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Phelps, Richard. "Benchmarking internal communication." Journal of Communication Management 1, no. 4 (February 1997): 388–98. http://dx.doi.org/10.1108/eb023442.

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Kravets, Maxim. "Algorithm and methodology of diagnostics of communication system of the enterprise." MATEC Web of Conferences 265 (2019): 07030. http://dx.doi.org/10.1051/matecconf/201926507030.

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On the basis of comparative analysis of approaches to the study of organizational communications developed a method of their diagnosis, consisting in determining the composition of the characteristics of the communication system of the enterprise, specialized methods for measuring and assessing the magnitude of critical deviations, and the research algorithm. Specifics of the considered strategic diagnostics consist in the accounting of resources and abilities of the organizational communications considered as complete set of external and internal communications. The resulting tools are used in decision-making procedures on the directions of development of the communication component of the strategic potential of the production enterprise. The tendency of alignment of the importance of communications supporting organizational changes with resource-providing communications with the increasing turbulence of the external environment is established, which increases the importance of internal communications for modern enterprises, including the distribution of budgets for the development of communications.

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Carretero Velasco, María José, and Celia Rangel Pérez. "Comunicación estratégica integral frente a publicidad tradicional." aDResearch ESIC International Journal of Communication Research 15, no. 15 (January 1, 2017): 32–53. http://dx.doi.org/10.7263/adresic-015-02.

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Rony, Nazneen Islam, and Norazah Mohd Suki. "Modelling the Relationships between Internal Marketing Factors and Employee Job Satisfaction in Oil and Gas Industry." Asian Social Science 13, no. 3 (February 15, 2017): 135. http://dx.doi.org/10.5539/ass.v13n3p135.

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Employees have long been playing the pivotal role in service organizations to achieve a success-oriented goal. The oil and gas industry is included in the high rising sectors in the world’s economy. Due to economic turmoil in this sector, a fear of being laid off remains in an employee’s mind. Thus, the goal of this study is to assess the impact between internal marketing factors (e.g., extrinsic and intrinsic employee rewards, leadership, internal communication, and training and development), and employee job satisfaction in the oil and gas industry. There were 215 complete and usable questionnaires received, and the answers varied among the demographic and functional designation within the oil and gas industry. Multiple regressions were utilized for analysis of data. Results revealed that internal communication is recognized to have the strongest effect on employee job satisfaction in the oil and gas industry. Organizations must emphasize on communicating to all level of employees by setting clear directions and key priorities in the organization, provided that the communications are not misled through upward and downward streams. Furthermore, organizations are to create a space for employees to give clear instructions via e-mail, paper, telephones, and face-to-face communication. A management can utilize the research results by conducting such internal marketing practices to keep their top rated employees within the organization. ut the individual differences related to entrepreneurial intentions, it is necessary to continue studying this phenomenon, considering that the results are still scarce and inconclusive.

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Heidari Kapourchali, Masoumeh, and Bonny Banerjee. "EPOC: Efficient Perception via Optimal Communication." Proceedings of the AAAI Conference on Artificial Intelligence 34, no. 04 (April 3, 2020): 4107–14. http://dx.doi.org/10.1609/aaai.v34i04.5830.

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We propose an agent model capable of actively and selectively communicating with other agents to predict its environmental state efficiently. Selecting whom to communicate with is a challenge when the internal model of other agents is unobservable. Our agent learns a communication policy as a mapping from its belief state to with whom to communicate in an online and unsupervised manner, without any reinforcement. Human activity recognition from multimodal, multisource and heterogeneous sensor data is used as a testbed to evaluate the proposed model where each sensor is assumed to be monitored by an agent. The recognition accuracy on benchmark datasets is comparable to the state-of-the-art even though our model uses significantly fewer parameters and infers the state in a localized manner. The learned policy reduces number of communications. The agent is tolerant to communication failures and can recognize unreliable agents through their communication messages. To the best of our knowledge, this is the first work on learning communication policies by an agent for predicting its environmental state.

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Paradinas Márquez, María del Carmen. "Importancia de la comunicación interna en la gestión del conflicto: Empresa y mujer." aDResearch ESIC International Journal of Communication Research 22, no. 22 (March 1, 2020): 214–27. http://dx.doi.org/10.7263/adresic-022-12.

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Ostos Cueva, Efraín. "Comunicación interna en la identidad corporativa de los trabajadores de salud pública en la región Lima." Correspondencias & Análisis, no. 6 (October 27, 2016): 79–98. http://dx.doi.org/10.24265/cian.2016.n6.05.

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Kholisoh, Nur, and Ria Sulastri. "New Media Technology in Developing Effective Organizational Internal Communication." Humaniora 8, no. 1 (January 31, 2017): 21. http://dx.doi.org/10.21512/humaniora.v8i1.3693.

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The article was intended to investigate various benefits of Whatsapp Messenger application for an effective intenal communication in PT Euro Management Indonesia. In addition, this research also aimed to map the organizational internal communication pattern through the use of Whatsapp Messenger application. The research used theories of organizaional communication, new media communication pattern, and computer mediated communication (CMC). Moreover, paradigm used in the research was constructivist with qualitative approach and the research method was case study. The research result finds that the use of new media Whatsapp Messenger as a tool of communication can build effective internal communication in PT Euro Management Indonesia. Moreover, it also shows that the internal organizational communication pattern in PT Euro Management Indonesia used in Whatsapp Messenger application is conversation pattern.

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Vasilev, Valentin, and Dimitrina Stefanova. "Construction and Development of Systems for Internal Communications in Public Administration - Mission Possible!?" International conference KNOWLEDGE-BASED ORGANIZATION 22, no. 2 (June 1, 2016): 389–94. http://dx.doi.org/10.1515/kbo-2016-0067.

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Abstract Internal communications are an important element and have a direct connection with the management of an organization. About 60% of the problems in the management of an organisation are due to poor communications. Communication in an organisation is associated with the transmission of certain knowledge about the nature and role of the organisation, implementing and maintaining motivation, organisational cohesion and sense of belonging, inspiring the development of know-how. This leads to increased confidence in the government, and, in turn, it affects productivity and motivation. In the transitional period or at a time of crisis, internal communications play a key role in the transmission of important messages, often preventing incorrect and damaging rumours. If people in the organisation are aware of the rules of communication in times of crisis, the organisation has a chance to minimize interpretations of what happened in the media.

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Martin, Dick. "The value of thinking inside out." Journal of Business Strategy 35, no. 2 (April 14, 2014): 46–48. http://dx.doi.org/10.1108/jbs-02-2014-0020.

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Purpose – To explore the value of internal communication in strategic planning. Design/methodology/approach – Personal viewpoint. Findings – Effective internal communications is an important element in the development and implementation of business strategy. Research by the institute for Public Relations has revealed best-in-class practices in employee communications. Originality/value – Personal viewpoint based on research by the Institute of Public Relations.

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Yalcin, Ibrahim, and Mustafa Seker. "Examination Of Interaction And Statistical Differences Between Information And Communication Within Internal Control And Managers’ Perceived Communication Skills." European Scientific Journal, ESJ 12, no. 8 (March 30, 2016): 240. http://dx.doi.org/10.19044/esj.2016.v12n8p240.

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Internal control, which plays a proactive and integral role in organizations’ adaptation to changes and alterations that they face, is a dynamic structure that is developed as a result of strategic plans and analyses which contributes greatly to the realizing of organizational strategies. Strategic analysis has two aspects. First one is the aspect that displays the internal characteristics of organization and the second is related to its external environment. Information and communication have vital importance because of being both one of the internal characteristics of organization and one of the compounds of internal control. In the application stage of the research, a face-to-face survey was applied to 373 people selected by simple random sampling, who work at state schools of primary and secondary education in province of Nigde, in Turkey. Hypotheses that were formulated according to research model were analyzed by appropriate statistical methods. Consequently, perceived communication skills of managers are effective on internal control information and communication and there are statistical relationship and significant differences between them.

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Kang, Doo Syen. "Turning inside out: perceived internal branding in customer-firm relationship building." Journal of Services Marketing 30, no. 4 (July 11, 2016): 462–75. http://dx.doi.org/10.1108/jsm-07-2015-0229.

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Purpose This paper aims to examine the strategic importance of perceived internal branding in building symbolic and behavioral relationships with a corporate in the service sector. Research on internal branding has been confined only to how internal staff understand brand values. Despite the importance of alignment between internal and external communication, little emphasis has been placed on consumers’ perception of how internal staff understand brand values. Even before experiencing service, consumers can shape their overall evaluation on service based on external communication about internal training and its congruence with brand values. Design/methodology/approach The theoretical model of cognitive, affective and behavioral responses is empirically tested using the structural equation modeling approach with a sample of 258 adults. Multiple group comparison is also conducted to identify the difference between user and non-user groups. Findings The findings indicate that perception of employees’ training and its congruence with external communication enables consumers to shape their cognitive and affective response toward a corporate, which is a source of future purchase intention. How consumers think about internal branding forms their attitudes and images of business and social conduct and enhances their behavioral intention. Practical implications The results imply that internal branding should not be limited to organizational communications but should be stretched into a critical topic for external communications. In particular, notable differences between user and non-user groups determined in the model provide further implications for corporate communication. Originality/value This paper stretches the concept of internal branding into the area of public interest. Theoretically, it tests a dual process model that suggests cognitive and affective antecedents in predicting consumer intention. Practically, it provides new ground for viewing internal affairs as part of a continuum of external communication and not a separate element of a corporation. The results are conducive to robust customer-firm relationship building in the service sector.

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Mazzei, Alessandra. "Promoting active communication behaviours through internal communication." Corporate Communications: An International Journal 15, no. 3 (August 10, 2010): 221–34. http://dx.doi.org/10.1108/13563281011068096.

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Matiatou, Maria. "From Internal Branding to Cultural Transformation." International Journal of Knowledge Society Research 6, no. 2 (April 2015): 1–19. http://dx.doi.org/10.4018/ijksr.2015040101.

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The primary objective of this paper is to explore internal branding as a corporate philosophy: assess the relevance of its values, evaluate the tactics implemented, the nature of the internal communications involved, the outcomes thereof and its role as critical bridge over vision, culture and image gaps. It also aims at bringing awareness on failure possibilities and risks involved when internal constituencies do not fulfill their role as brand ambassadors. Following an overview of the internal branding methodology and literature, perceptions of employees on internal brand communication practices are captured and matched to aspirations, missions and values in different companies. Internal communication and branding outcomes are organically attached to the nexus of corporate identity; alignment of values and beliefs promotes brand identification, integrates practices, boosts loyalty and helps the organization speak in one voice. While some companies have managed to exemplify this strategy through honest and consistent efforts, it is unsafe to generalize the assumption across different industries that normally fail to undertake effective internal branding initiatives through their corporate communication department to strengthen their brands. It is therefore worth evaluating methods that can align theory, intentions and practice.

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Labenko, O. A. "Genre peculiarities of business written communication in French." PROBLEMS OF SEMANTICS, PRAGMATICS AND COGNITIVE LINGUISTICS, no. 36 (2019): 157–69. http://dx.doi.org/10.17721/2663-6530.2019.36.12.

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Business communication has become an integral part of all spheres of public life. In the process of management, communication plays a preeminent role and competence in business communication is required for successful professional activities in any field. In Administrative Management System two types of communication can be distinguished: external and internal communication. External communication occurs between the organization and external party. Internal communication is the transmission of information within the organization. The internal communication is an important element in the management of any enterprise or institution. A well-organized internal communication system is required condition for the effective operation of enterprises. The effectiveness of internal communication depends on the ability of managers and subordinates to communicate correctly at all levels. The communicative competence of communication participants require specific skills of writing different types of messages. The article deals with genre-compositional features of various types of messages that provide internal communication at enterprises or institutions: emails, administrative notes, newsletters, analytical notes, reports. Electronic correspondence is a very common means of communication at all levels: downward, ascending, horizontal. All kinds of notes are usually used as an element of downwards communication, and reports are only an element of ascending communication. The article also provides indispensable details of each type of message and samples of the formulation of these messages, and suggests recommendations for the writing of these types of messages.

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Ljajić, Samir, and Danica Pirsl. "The Role of Internal Communication and Workplace Language in Positioning of Organizations." Društvene i humanističke studije (Online), no. 1(14) (February 4, 2021): 441–52. http://dx.doi.org/10.51558/2490-3647.2021.6.1.441.

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Internal communications strategy influences and determines the way employees behave, observe, and maintain good vibes in their respective workplace. No company should allow the occurrence of inefficient communication between their workers and the management bodies, otherwise, it is doomed for failure. What happens inside organizations in terms of administering good communication channels, affects their business success equally so as to what happens outside them when public relations staff brings forth all the successful results to the society at large. Internal communication is very often neglected, which only shows the immaturity and lack of knowledge or incompetence of the leading figures in an organization about effective communication. This paper deals with the efficient execution of internal communication and its importance for the successful ranking and positioning of any business, whether it be small or big. First, it examines the main prerequisites for success such as trust and connecting with the employees and their establishment in big and small businesses as well, because small organizations find it easier to implement good internal communications than the big ones. Second, the paper explores higher education organizations and their ways to achieve excellent results through the positive impact of running good internal communication to the satisfaction of their employees, management bodies, and their wider community. The paper also argues that the essential preconditions of the organization’s good positioning are mutual trust, stemming from the efficient internal communication strategy implementation, and the creation of a good business climate. Labour market as a catalyst and a sieve distinguishes good from bad, recognizes good social interrelating competencies focusing on perceiving identities and favourable working contexts. Third, the paper deals with the working place language knowledge which facilitates human resources management, enables efficient implementation of the internal communication strategy, and provides for the efficient running of the organization. Conclusions are that the successful implementation of the all above said will consequently result in a good positioning and high ranking of the organization on the volatile labour market.

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Zaumane, Ieva. "STRATEGIC INTERNAL COMMUNICATION: ANALYSIS OF THE PRACTICE OF REGIONAL HIGER EDUCATIONAL INSTITUTIONS OF LATVIA." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 28, 2021): 551–63. http://dx.doi.org/10.17770/sie2021vol6.6415.

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In the organization's strategic management, internal communication is one of the main components enabling the strategic management process to be carried out. Its role is important in both the planning and implementation of the strategy. Still, in practice, the internal communication’s potential remains untapped, resulting in the pursuit of organizations' strategic objectives. In developing the doctoral thesis, the author has an interest in investigating not only businesses, but also higher education institutions (HEIs), as they are similar organizations to other sectoral institutions, and their processes must be similar. The purpose of this study is to analyse who currently manages the internal communication function of four Latvian regional universities and to what extent the internal communication can be considered strategic. The study reviews international literature on the strategic management of organizations and the strategic management of internal communication. It uses a combined research strategy involving questionnaires and semi-structured interviews with respondents indicating that their university has developed an internal communication strategy.The results show that the internal communication management practices of universities differ since some universities do not clearly define the purpose of internal communication, strategies, and plans, as well as those which merely indicate the existence of internal communication management practices. In all four universities, specialists carry out internal communication in the field of marketing, communication, or human resources management who demonstrate that private business practices are being applied – implementing internal communication in fragmented ways without acknowledging it as a management’s function. The research participants have indicated that internal communication should be managed by the administrative vice-rector. Since the analysed articles show that the employee responsible for the internal communication function should be part of the decision-making process, more in-depth research should be continued which would allow making conclusions whether the administrative vice-rector at the university should take on the strategic management function of internal communication.

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Gomez Quijano, Arturo. "La gestión de la comunicación institucional interna en las universidades de la Comunidad de Madrid Fortalezas y debilidades." aDResearch ESIC International Journal of Communication Research 16, no. 16 (July 1, 2017): 60–77. http://dx.doi.org/10.7263/adresic-016-003.

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León Llorente, Consuelo. "Mujeres, comunicación interna e implantación de programas de conciliación e igualdad en las empresas españolas." aDResearch ESIC International Journal of Communication Research 22, no. 22 (March 1, 2020): 134–49. http://dx.doi.org/10.7263/adresic-022-07.

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Kippenberger, T. "Benefits of internal communication." Antidote 3, no. 3 (May 1998): 30–32. http://dx.doi.org/10.1108/eum0000000006471.

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Heide, Mats, and Charlotte Simonsson. "Developing internal crisis communication." Corporate Communications: An International Journal 19, no. 2 (April 1, 2014): 128–46. http://dx.doi.org/10.1108/ccij-09-2012-0063.

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Purpose – The article has two major purposes. The first purpose is to examine the roles and practices of communication professionals in relation to internal aspects of crisis communication. The second is to suggest new roles and practices for communication professionals that will enable a strategic approach to internal crisis communication. This article is based on empirical material from a larger three-year research project that focuses on internal crisis communication at a university hospital (UH) in Sweden. Design/methodology/approach – This article is based on empirical material from a larger, three-year research project that focuses on internal crisis communication at a university hospital (UH). For the purpose of this article the authors have mainly analysed transcripts of 24 semi-structured interviews that lasted 1-1.5 hours each. The authors chose to interview both communication professionals and other key persons/crisis managers in order to have the role and practices of communication professionals elucidated not only from the perspective of communication professionals themselves. Findings – A conclusion from the case study is that communication professionals have a rather limited role in internal crisis communication. Their role is primarily focused on information distribution through the intranet, even though they are also involved in strategic managerial work during the acute stage of the crisis. The communication professionals are first and foremost called for once the crisis has already occurred, which can be seen as a “communication on demand” approach, which limits a strategic orientation. In this paper some new roles and practices for communication professionals are suggested, which involve a strategic approach and cover all the stages of crisis. Research limitations/implications – Future research needs to go deeper into the practices and processes of these roles. Practical implications – Important prerequisites for fulfilling a strategic role as a communication professional are membership of the board, diversified communication roles, a developed managerial role, being closer to core operations, and legitimacy. Originality/value – The absence of a strategic crisis management thinking and discourse in organisations delimits communication professionals to a technical role rather than a managerial and strategic role. Taking internal crisis communication seriously and adopting a broader view of crises will raise new demands on communication professionals, which go beyond the operational and tactical roles in the acute phase of a crisis.

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Gustafsson, Margaretha, and Paula Lindroos. "Internal communication in tapeworms." Micron and Microscopica Acta 21, no. 3 (1990): 151–52. http://dx.doi.org/10.1016/0739-6260(90)90027-d.

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Ecklebe, Sarah, and Natascha Löffler. "A question of quality: perceptions of internal communication during the Covid-19 pandemic in Germany." Journal of Communication Management 25, no. 3 (June 10, 2021): 214–32. http://dx.doi.org/10.1108/jcom-09-2020-0101.

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PurposeThe purpose of this paper is to explore employees' perceptions of the quality of internal communication in German organizations during the Covid-19 pandemic. In this context, the paper aims to identify antecedents and outcomes of high-quality internal communication during the pandemic. In doing so, it draws important practical and theoretical implications for pandemic-era communication, particularly surrounding issues such as employees' needs and strategic approaches to communication during the pandemic, as well as the effects of successful internal (crisis) communication.Design/methodology/approachA representative survey was conducted on employees (n = 934) working at different types of organizations in Germany. After a dimensionality check was conducted through confirmatory factor analysis (CFA), the proposed hypotheses were tested by conducting a structural equation model (SEM) using the R package lavaan.FindingsThis study identifies several antecedents of high-quality internal communication during the Covid-19 crisis, such as the frequency of communication at the beginning and during the pandemic, the dissemination of substantial information, participative communication and a clear rejection of secrecy. Furthermore, the findings show that high-quality internal communication has a positive impact on the employee–organization relationship (EOR).Originality/valueThis study suggests that strategic alignment of internal communications during the Covid-19 pandemic is crucial: by considering a number of factors, organizations can positively influence employees' perceptions of the quality of their internal communication. In terms of theoretical implications, this study discusses how the concept of high-quality internal communication can be operationalized and explores the outcomes that this can generate.

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Tkalac Verčič, Ana, and Anja Špoljarić. "Managing internal communication: How the choice of channels affects internal communication satisfaction." Public Relations Review 46, no. 3 (September 2020): 101926. http://dx.doi.org/10.1016/j.pubrev.2020.101926.

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Biletska, G., N. Кovtunovych, and N. Shkurenko. "Foreign experience of providing communication in state agencies." Legal horizons, no. 23 (2020): 102–6. http://dx.doi.org/10.21272/legalhorizons.2020.i23.p102.

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The article is devoted to practical aspects of implementation of communication strategies by the state agencies of foreign countries. The emphasized that current globalization processes in the information area, which take place in the international arena, actualize the introduction of effective communications, which play an important role in the internal and external interaction of state agencies with the public. In the article was emphasized that in order to systematically and clearly cover the activities of state agencies, as well as the objective perception and understanding of the population of the processes implemented in the field of public policy, informing the public about planned government initiatives, communication strategies are actively implemented. Also noted that in the countries of the European Union (hereinafter – the EU) communications are considered by the national institutions as a tool for foreign and security policy, international cooperation in the format of strategic partnership with a leading international target audience and regional cooperation with European countries. The authors determined the main tasks of realization of external and internal communications of state institutions. In particular, the ways of realization of communications by the state agencies in Norway, Great Britain and Estonia. The preference of modern advanced information communications in ensuring the interaction of state agencies and the public are outlined. As today society exists in the world of global communication, which includes not only traditional media, periodicals or television, but also social networks, information and communication interaction is becoming more important. Most foreign countries use popular social networks, such as Facebook, Twitter, Instagram, YouTube and others. It is concluded that the establishment of comprehensive, clear and strategic communication of state authorities of Ukraine with the international and national community, taking into account foreign experience and basic principles of government communication, is important for building a democratic state.

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Lupa-Wójcik, Iwona. "INTERNAL COMMUNICATION IN A VIRTUAL ORGANIZATION EXEMPLIFIED BY BRAND24." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 1 (March 31, 2019): 171–86. http://dx.doi.org/10.5604/01.3001.0013.2429.

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Modern organizations face many challenges in the field of internal communication, which would include all employees, regardless of their position in the structure. Virtual organizations require the use of various types of modern communication tools, thanks to which it is possible to exchange knowledge and information within the company. The aim of the article is to present the internal communication model in a virtual organization. An integral part of this model will be the presentation of various communication tools used within the organization. As a research method one used case study of Brand24 (polish company in IT sector).

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Journal articles on the topic 'Interal communication'

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