Exploring the strategic potential of internal communication in international non-governmental organisations

The role and importance of international non-governmental organisations (INGOs) has increased with globalization and the growth of global institutions. Despite this growth, academic research into INGO management remains limited and, due to their unique characteristics, management theories developed for for-profit organisations cannot be applied as is to INGOs. Internal communication is a critical area of management that has been proven to have a major impact on an organisation's effectiveness, particularly when managed strategically. Therefore this article explores the strategic management of internal communication within the INGO context. This study synthesised the current literature on this topic and included five case studies to understand the current state of internal communication within INGOs. It was determined that INGOs do not manage internal communication strategically. However, there is evidence that the implementation of strategic internal communication could help INGOs address several of their challenges and have an impact on their overall effectiveness. This study is exploratory and further research to identify the process for strategic internal communication in INGOs is needed.     

Managing internal communication: How the choice of channels affects internal communication satisfaction

As the environment of internal communication is continually changing for a multitude of reasons, especially new technologies, organizations have to adapt fast in their attempts to reach their employees. When deciding on the type of channel to use, internal communication managers should be aware of their employees’ preferences. The purpose of this study is to identify how the choice of internal communication media affects internal communication satisfaction. In order to explore this relationship further, we conducted an analysis of the most commonly used internal communication channels in ten large corporations and linked the results to employees’ satisfaction and media choice. By expanding the knowledge on preferred communication channels, we are hoping to provide some insight for better management of internal communication.     

Appropriateness and acceptability: Employee perspectives of internal communication

Internal communication underpins organisational effectiveness since it contributes to positive internal relationships by enabling communication between senior managers and employees. Paradoxically, internal communication can also pose a threat to organisational relationships, as poor communication can be counter-productive. The potential benefits of internal communication rely on appropriate messages reaching employees in formats useful and acceptable to them. Consequently, insight into employee preferences for mediated internal communication is required. The paper investigates employee views on the format of internal publications, contrasting acceptable attributes with elements which attract criticism. The single-case study contributes consideration of fresh data on an under-researched topic. It adopts a stakeholder approach with an employee-centric emphasis on employee preferences, in contrast to much previous research which focuses on manager perceptions of internal communication. Contributions include consideration of practical implications of the findings together with suggestions for avenues of further research.     

Social software and internal communicators’ gatekeeping sense of self

Social software creates opportunities for internal communication. Public relations literature suggests it affords more two-way internal communication that can meet the ideal of symmetry as promoted in the excellence theory (Grunig, 1992). This study involved in-depth interviews with internal communication professionals at 54 companies. Our findings indicate that these professionals tend to view social software positively, often stimulating its use among employees. Additionally, we found that they appropriate social software in such ways as to maintain and even strengthen their gatekeeping role identity. More specifically, our data reveal that traditional gatekeeping, which characterizes mass media systems based on the centralized production and distribution of information, is complemented with networked forms of gatekeeping in decentralized digital media environments. Furthermore, our data suggest that an underlying management ideology hampers the symmetric potential of social software.     

The state of internal communication in Latin America: An international Delphi study

The amount of internal communication research has flourished during the past decade, and scholars have examined the role of internal communication in affecting employee and organizational outcomes. Despite the increasing literature, knowledge, and research of internal communication in Latin America is largely missing. Given this reality, this study explored the status of internal communication in Latin America through the lens of 20 experienced internal communication professionals from nine Latin American countries. Taking a multi-iteration consensus-building approach, this Delphi study enabled the expert panel to individually elaborate and collectively evaluate shared observations regarding the definition, characteristics, importance, and current reality of the field. Specifically, this study examined how practitioners define and understand internal communication, the skills and knowledge needed to perform internal communication, the value of internal communication, and the state of internal communication practice in Latin America. The findings of the current study enriched and diversified the extant body of knowledge that is U.S. and European-centered.     

Entering new territory: A study of internal crisis management and crisis communication in organizations

The aim of this paper is to present and discuss some of the main findings from a large survey of internal crisis management and crisis communication conducted in the spring of 2011 among public and private organizations in Denmark (the ICMCC survey). The survey was conducted among the 367 largest private companies (selected from DK 1000, established by Børsen business magasin) and among 98 public organizations (municipalities). The overall goal was to get a preliminary idea of how these companies or organizations perceive, plan, coordinate and implement internal crisis management and crisis communication activities before, during and after a crisis. The survey questionnaire comprised 36 questions and was sent to respondents who typically are responsible for the crisis-preparedness of their organizations. The results from the survey show that the vast majority of organizations have a crisis or contingency plan, and most of these plans contain an internal dimension relating to the management and communication with the internal stakeholders during a crisis. Thus, the study shows a rather professional and formalized behavior towards crisis management in general, but also when it comes to managing a crisis in relation to the internal organizational stakeholders in specific. In addition, the results clearly indicate a strong relation between organizational size and crisis management; the larger the organization the more likely to have a crisis plan. This particularly pertained to the private organizations. The ICMCC survey forms part of a major collaborative research project, financed by the Danish Council for Independent Research/Social Sciences (2011–2014), entitled Internal Crisis Management and Crisis Communication in Danish Organizations. The purpose of this three-year long project is to shed light upon the role of internal crisis management and crisis communication before, during and after an organizational crisis and/or a societal crisis leading to downsizing or major changes within an organization or an organizational field.     

From an “outside group” to a catalyst for corporate change: Examining activists’ legitimation strategies

Activist organizations use issues management when pressuring corporations to alter practices and policies that these groups find problematic. Throughout this process, activists must establish legitimacy for their issue concerns, organizations, and proposed solutions to gain public support for their activities. This study qualitatively analyzes the communication practices of 21 activist organizations to understand the strategies that these unique groups harness as they seek to build legitimacy as part of the issues management process. The findings contribute to a growing body of public relations research on activist communication by introducing a new legitimation strategy that underscores the importance of ongoing issues monitoring for activists and illustrates how activist organizations can co-opt extant narratives to build legitimacy for their existing issue arguments.     

Language as an issue in international internal communication: English or local language? If English,what English?

The present paper discusses internal communication in the global context, with a focus on language as an issue for the organization. Although ‘language’, naturally, is a resource that enables any – internal or other – communication, it has not been examined in public relations research but has been taken for granted or as given. The current pace of globalization in all sectors has rapidly globalized internal communication and the language issue needs to be addressed. On the basis of two empirical studies we discuss language strategy and language use in international internal communication. Our findings show that although a common ‘corporate language’ – which mostly today refers to English – enables internal communication, it is not a straightforward solution but a number of issues need to be considered. For example, as international communication in a business context is today mostly conducted by non-native speakers of English, their language can be characterized as BELF (English as Business Lingua Franca), which differs from ‘standard English’ in many ways. Also, language issues need to be considered for organizational credibility and knowledge sharing and for constructing trust and rapport in international interaction.     

PR in the ER: Managing internal organization–public relationships in a hospital emergency department

Focusing on a university-affiliated emergency department, this case study investigates the antecedents and outcomes of internal organization–public relationships as well as the cultivation strategies used to manage internal organization–public relationships (OPRs). The case study includes interviews with members of the emergency department's (ED) dominant coalition and focus groups with ED staff, as well as field observations in the ED itself. Findings illustrate that structural and policy antecedents acted as barriers to relationship maintenance, that a reliance on asymmetrical cultivation strategies culminated in poor internal OPRs, and that these poor relationships fostered negative attitudes, non-compliant behavior, and an arguably toxic organizational culture. Also, there was some evidence of symmetrical cultivation strategies (e.g., positivity and networking) fostering positive OPR perceptions among some employees. This case study can be used to guide best practices in internal public relations and answers the call for more research on public relations and health communication. Moreover, the current study suggests avenues for extending the relationship management perspective by considering organizational culture as a possible outcome of internal relationships.     

Mastering internal communication: Knowledge foundations and postgraduate education

Despite its importance to employee engagement and organisational effectiveness, little scholarly attention has been paid to internal communication education. Consequently there is a vacuum in guidance on particular knowledge required for effective internal communication practice. To tackle this gap, this empirical article analyses data collected in an online survey of communication professionals. The article contributes an empirically based specialist framework for internal communication knowledge, with components beyond those found in generalist frameworks.     

Public relations and zones of engagement: Employees’ lived experiences and the fundamental nature of employee engagement

While employee engagement has been primarily explored within the business, human resources and management disciplines, public relations research has more recently taken an interest in furthering its understanding and acknowledging how public relations can serve an organization’s internal communication as a foundational component of the field. The purpose of this study is to demonstrate how public relations can serve an organization’s internal communication by better understanding how employees perceive and experience engagement. Following a phenomenological methodology (n?=?32), this study utilized zones of meaning as a conceptual foundation (not a literal interpretation) to examine the process related to the complex, shifting and shared meaning of zones of engagement and how zones of meaning are products as well as drivers of engagement, which offer a new way to conceptualize employee engagement in public relations, shifting to a deeper comprehension and understanding. The findings show that employee experiences align more to Kahn’s (1990) initial personal engagement model than other public relations models. The psychological conditions of meaningfulness and safety from the original employee engagement model emerged as important factors in defining the employees’ shared-meaning lived experiences. In addition, this study offers a new definition of disengagement, which is similar but unique to the scholarship on negative engagement. The findings provide a framework for public relations scholars who work to further refine the understanding of employee engagement and for practitioners who develop public relations strategies for internal audiences, and advances the conceptual foundation of zones of meaning in public relations scholarship.     

Factors that influence organisational crisis perception from an internal stakeholder’s point of view

This paper starts from the premise that crisis is a perception and that one of the best ways to conquer a crisis is not to allow it to develop in the first place. By detecting or perceiving a crisis before other stakeholders do, an organisation can prevent or mitigate a crisis. Few studies have considered the question of whether organisations put the right people in the right places to be able to see a crisis coming. Within an organisation, managers are usually well placed to take decisions to initiate crisis communication, but they seem to be reluctant to do so or may not wish to see an impending crisis. Communication professionals should have a better perception of a crisis, but they rarely find themselves in a position to have a substantial impact on the management decision to communicate during a crisis. In this paper, we study crisis perception by individuals in a large governmental organisation during various stages of an unfolding crisis and compared perception scores to individual profiles based on study background, professional situation and crisis experience. This study involves a large-scale scenario-driven survey with ‘crisis perception’ as the main dependent variable. The results of this specific case indicate that an academic communication degree, a high hierarchical position in the organisation and crisis experience are positively related to an augmented perception of an impending organisational crisis.     

Valuing internal communication; management and employee perspectives

Effective internal communication is a prerequisite for organisational success. Organisations need to evaluate and improve communication especially in increasingly difficult economic pressures. Assessment instruments enable organisations to monitor communication effectiveness. This review of academic and consultancy studies found over reliance on measuring satisfaction with the communication process. The analysis found management-centric rather than employee-centric approaches to assessment. This indicates a need to develop new approaches to assessing internal communication. A conceptual model is proposed here to encourage focus on employee communication needs in terms of content as well as channel. Future approaches to assessment should draw on a wider theoretical and conceptual framework. Assessment instruments need to reflect advances in practice. They need to assess the value of internal communication to employees as well as their organisations.     

Diving deeper into shared meaning-making: Exploring the zones of engagement within a single case study

The purpose of this research is to use a case study method to investigate how employees within a specific context experience and make-meaning of Lemon and Palenchar’s (2018) zones of engagement. This is in response to the authors research call to use case study methods, specifically here interviews and focus groups (n = 77), to see how the zones of engagement are operating in a bound context, which in this case is a government contractor. The findings demonstrate the value of using the zones of engagement conceptual model to develop employee-centric engagement tactics rooted in both formal and dialogic communication. In addition, the study cautions an overuse of encouraging discretionary effort, highlighting the potential dark side of engagement. In taking a non-functionalist approach to understand government contractor employee experiences, the findings illustrate the meaning that derives from shared experiences and offer insight into a particular context beneficial to internal communication practitioners.     

Internal crisis communication strategies: Contingency factors determining an accommodative approach

Given the special relationship with employees, organizations should pay great attention to internal communication during crises. Drawing from the Contingency Theory of Conflict Management and the perspective of employees as active participants in crisis communication, this study proposes a “Contingency Theory of Internal Crisis Communication”. The study identifies and operationalizes three accommodative internal communication strategies: to create a sense of security, to sustain a sense of belonging and to activate employees as allies of the organization. Furthermore, it tests four contingency factors that influence the adoption of an accommodative approach in the context of the Covid-19 health crisis. Findings show the high relevance of the risk of decreased employee engagement, and the risk of employee health and safety; and a weaker relevance of the risk of reputational damage to the organization in the eyes of employees. The relevance of the risk of economic damage is not confirmed.     

Walking the talk: An exploratory examination of executive leadership communication at startups in China

This study explored the under-researched topic of leadership communication in the context of startup companies in China. Specifically, this study examined the role of executive leadership in shaping corporate culture and leadership communication purposes, strategies, and channels in startups. Findings were derived through 25 in-depth interviews with entrepreneurs in China, and they suggested that 5 major corporate culture types are prevalent and can coexist at startups, including innovation/adventure, openness, inclusiveness/participation, supportiveness, and aggressiveness/competitiveness. The character and management style of startup leaders shape the culture of the organization. Leadership communication serves various internal and external purposes at the informational, motivational, and behavioral levels. Symmetrical, transparent, authentic, and visionary communications are found to be effective leadership communication strategies at startups. Startup leaders overall prefer using face-to-face communication and mobile social messengers (e.g., WeChat) to communicate with internal and external stakeholders, followed by email and phone. Implications of the findings are discussed.     

Internal communication as power management in change processes: Study on the possibilities and the reality of change communications

Literature on change management has changed over the years. Under the umbrella of change management today frequently holistic approaches are discussed. The special significance of soft factors results from the area of tension of subjective/personal risk assessment of certain groups of actors, which entail comprehensive changes. As change projects depend on implementation by executives and employees, change communications is a form of (internal) strategic stakeholder management. Change communications can be identified as the single part of change management, which focuses on the soft factors that are activated through the change of hard factors. With the management of soft factors the aim is to make a contribution to the enforcement of change goals, i.e. to secure or to regain the management's power. For this purpose 60 PR-agencies in Germany have been polled, as to how they assess the possibilities and reality of change communications. The result illustrates a torn of the agency scene between service and consulting claims, which emphasizes the question, if (internal) communication means the organization of messages and its delivery or also becomes part of behavioral economics with the idea to control the power of management.     

Internal communicators’ understanding of the definition and importance of employee advocacy

In recent years, employee advocacy has evolved as a hot topic that has generated a lot of buzz in todayös public relations, marketing, and business circles. In spite of the growing relevance of employee advocacy, there is limited empirical and theoretical research on this topic and a universal definition and clear understanding of its exact meaning is lacking. Hence, the purpose of this study was to fill a gap in public relations research on employee advocacy by examining how internal communicators understand this behavior and their perceptions of its value. Through interviews with 25 public relations and communications practitioners, the studyös results indicated that participants perceived that advocacy could be expressed verbally or nonverbally. Given these findings, the study proposed a new definition of employee advocacy. Overall, participants agreed that employee advocacy plays a critical role in an organizationös future performance and can impact its success in several ways.     

The value of internal communication in enhancing employees’ health information disclosure intentions in the workplace

This study explores organizations’ communication practice as the antecedent of employees’ health-related perceptions and intentions to disclose their health information in the workplace. In particular, this study tests the impact of transparent internal communication and the quality of employee-organization relationship (EOR) on employees’ perceived risks and benefits of information disclosure for their health information. The results of an online survey with full-time employees in the United States showed that a positive EOR influenced by transparent communication increased the employees’ perceived benefits and decreased the employees’ perceived risks for disclosing their health information to their supervisor. Perceived risks and benefits were both significantly associated with employees’ intentions to disclose their physical health problems, while perceived benefits were significantly related to their intentions to disclose mental health problems. Theoretical and practical implications for public relations and health communication were discussed in this study.