Rethinking internal communication - a stakeholder approach

Rethinking Internal Communication: A Stakeholder Approach

Abstract

  • Purpose: Highlighting the importance of effective internal communication for organizational success.

  • Aim: To improve internal communication practices through theoretical contributions.

  • Key Contributions:

    • Identifying gaps in existing literature on internal communication.

    • Introduction of the Internal Communication Matrix as a tool for strategic analysis and planning.

Introduction

  • Importance: Internal communication is seen as a critical area for engaging employees and achieving business objectives (Robertson, 2004).

  • Challenges: Despite its significance, internal communication theory is underdeveloped, leading to inefficient workplace practices.

Internal Communication Overview

  • Current Understanding: Internal communication is essential for processing information and creating value within organizations (Quirke, 2000).

  • Types of Communication: Includes both informal (e.g., grapevine) and formal processes.

  • Literature Gaps: Need for clarity on definitions, mandates, and stakeholder involvement.

Definition of Internal Communication

  • Preferred Terminology: "Internal communication" is the preferred term among corporate theorists.

  • Existing Definitions: A transactional definition from Frank and Brownell (1989) has dominated the literature, but it lacks contemporary relevance.

  • Proposed Definition: Internal communication is defined as the strategic management of interactions and relationships between stakeholders at all organizational levels.

Positioning Internal Communication

  • Internal communication is placed within the fields of organizational and corporate communication, focusing on understanding communication as a phenomenon.

  • Scholars' Views: Internal and external communication fields are now considered integrated due to blurred organizational boundaries.

Stakeholder Approach

  • Essential Elements: Identifying stakeholders at various organizational levels is crucial to effectively manage internal communication.

  • Stakeholder Groups:

    1. All employees

    2. Strategic management (e.g., CEOs)

    3. Day-to-day management (e.g., supervisors)

    4. Team and project groups

Dimensions of Internal Communication

  • Four key dimensions identified:

    1. Internal Line Management Communication: Focuses on superior-subordinate interactions.

    2. Internal Team Peer Communication: Emphasizes communication among team members.

    3. Internal Project Peer Communication: Involves peers in project-based communications.

    4. Internal Corporate Communication: Specific to strategic managers communicating with all employees.

Internal Communication Matrix

  • Matrix Function: A tool for analyzing, planning, and evaluating internal communication strategies across the identified dimensions.

  • Direction and Content: Supports identifying the flow of communication and ensuring relevance and clarity in messages.

Internal Corporate Communication

  • Focused on strategic managers' engagement with all employees to build commitment and a sense of belonging.

  • Goals:

    1. Enhance employee commitment.

    2. Foster a sense of belonging.

    3. Raise awareness of external and internal changes affecting the organization.

Context of Internal Communication

  • Internal corporate communication occurs within a broader context influenced by external macro and micro environments, and internal organizational culture.

  • Communication climate influences how messages are received and understood.

Conclusion

  • Conceptual Contributions: This paper addresses gaps in internal communication theory, proposing a multi-dimensional stakeholder approach through the Internal Communication Matrix.

  • Practical Implications: Provides managers with a framework to systematically approach internal communication, ensuring engagement of all stakeholders.