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Internal
Promoting active communication communications
behaviours through internal
communication
221
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Alessandra Mazzei
Institute of Economics and Marketing, IULM University of Milan, Received March 2009
Milan, Italy Revised April 2009,
September 2009,
December 2009
Accepted January 2010
Abstract
Purpose The purpose of this paper is to propose a definition of internal communication based on
intangible resources rather than organizational boundaries.
Design/methodology/approach The paper reviews the resource-based theory of the company, the
constructivist theory of communication and the situational theory of publics. It then proposes a
resource model (RM) of internal communication based on interactive processes aimed at
creating two catalytic resources for organizing: knowledge and allegiance. The field research
explores whether this model captures the concept of internal communication prevailing in business,
based on interviews with ten internal communication managers in Italian companies.
Findings The companies in this paper display a strong awareness of how intangible resources,
such as knowledge and employee attitudes, contribute to the companys success. Consequently,
they seek to promote active communication behaviours among employees. The RM depicts many
characteristics of the way managers currently perceive internal communication.
Research limitations/implications Because of the qualitative nature of the research, the results do not
have universal validity.
Practical implications The paper suggests that the main function of internal communication
departments is no longer to transmit messages but to promote active communication behaviours at
all organizational levels.
Originality/value The paper suggests a definition of internal communication that would help to
generate the intangible resources that fuel organizations: knowledge and allegiance. It supports a new
focus on active communication behaviours of employees.
Keywords Communication, Corporate communications, Employee relations, Knowledge creation,
Italy Paper type Research paper
1. Introduction communic
Internal communication is generally defined as the communication flow among people ation (see
within the boundaries of an organization. Many scholars emphasize that effective internal Welch and
communication is a prerequisite for a positive external corporate image or reputation Jackson
(Tench and Yeomans, 2006; Argenti and Forman, 2002; Kitchen, 1997; Sholes, 1997;
Goldhaber, 1993; Grunig and Hunt, 1984). Other authors note the role of internal
communication as a relationship management and commitment-building function (Cutlip et
al., 2006; Jo and Shim, 2005; Ledinghan and Bruning, 2000; Grunig, 1992). Many scholars
draw attention to a lack of satisfactory theoretical models to describe and interpret internal
(2007) for a review). New theoretical perspectives have been applied to internal
communication,
Corporate Communications: An
International Journal Vol. 15
No. 3, 2010 pp. 221-234
CCIJ including stakeholder theory (Welch and Jackson, 2007) and a multidisciplinary approach
(Kalla, 2005a).
15,3 Scholars often distinguish internal from external communication by referring to
organizational boundaries. They implicitly or explicitly consider the organization as a system
continuously interacting with its external environment (Cutlip et al., 2006; Tench and Yeomans,
2006; Argenti and Forman, 2002; Kitchen, 1997; Sholes, 1997; Goldhaber, 1993; Grunig and
222 Hunt, 1984). But organizational boundaries are an inaccurate criterion to use in defining internal
communication for a number of reasons. For example, all employees are members of the
external public and receive messages from dozens of sources and media channels.
Organizations must be careful to communicate news internally before employees learn
about it from the general media, as in the case of a merger or acquisition. The timing of
certain news announcements from the organization is critical and employees should never
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2. Literature review
This paper is built on the resource-based theory of the company, the constructive theory of
communication and the situational theory of publics.
contracts, benefits, career paths and reward systems. In the RM, internal communication
is specifically related to the human resource function, to organizational well-being, and to
professional development. Further, it conveys strategic information.
The main elements of the internal communication plan in the SM are the
audiences and instruments used to deliver messages (Sholes, 1997). According to
the focus on intangible resources in the RM, the most important elements of the
internal communication plan are communication aims and processes, such as cultural
accommodation within the firm (Cornelissen et al., 2006). Managers of related
functions are considered essential to promoting active communication behaviours.
The research presented here tries to determine whether the concept of internal
communication prevailing in companies is closer to SM or RM using the given
criteria. If so, it could fill a conceptual gap. The data in this study consist of the
opinions of managers and professionals about the nature and scope of internal
communication in their organizations. The data do not reveal whether the RM has been
implemented.
Because of the exploratory nature of the study (Yin, 1994), the research used
qualitative analysis to test the RM. Data gathering was based on semi-structured
interviews conducted in 2008 by telephone or e-mail to internal communication
managers of ten companies operating in Italy. The companies were all members of a
professional internal communication network. The researchers were institutional
partners in this network and could easily establish relationships with managers who
were interviewed, assuring the consistency of data gathered by means of telephone and
e-mail interviews.
The presence of an internal communication department and an articulated internal
communication program were the primary criteria used to select companies. All the
companies selected are large organizations (each of them has thousands of employees)
and operate internationally. They are either Italian multinationals or branches of
foreign companies and they operate in different industrial sectors, from manufacturing,
retail and banking to strategic consultancies.
The researchers verified the collected information through examining official
documents, internal communication presentations and plans, company brochures,
publications on corporate social responsibility and diversity management
programs and corporate web sites describing communication and human resource
management topics. In some cases, there were additional contacts with respondents
after the interviews to ask for clarification and further information.
Internal
communications
225
CCIJ The interview topics concerned the variables of the internal communication models
15,3 (Table I). For each topic, the interview contained one or more open questions for a total
number of 9.
The researchers analysed interview transcripts through a qualitative
(or ethnographic) summary (Morgan, 1988). They closely examined each answer and
selected quotations from the interview transcripts to find the best statements related
226 to the research issues. They categorized each answer according to the research coding
scheme presented in Table II. Some answers belong to the SM, others to the RM, while
some answers contained features of both models. Table III gives an example of the
categorization strategy applied to the interview transcripts.
4. Findings
OFGREENWICHAt11:3928October2014(PT)
Although the study was qualitative and statistical tests were not part of the design, the
researchers included the number of companies belonging to the coding scheme categories to
complete the data analysis (Table IV), as suggested by Morgan (1988).
Table I.
your company? Can you give some examples?
Variables
Channels and instruments Elements of internal communication plan (7) Does your organization have an internal
Internal communication definition criteria communication plan? What are the program elements?
(8) Does your company conduct an internal
InternalLinkage of internal
communication communication with
aims communication audit? How?
human resource management systems (9) Which communication outcomes are evaluated by
Criteria for categorizing employees your company? How?
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CCIJsInternal This definition refers specifically to the boundary between the internal and external
15,3 environment but at the same time highlights the active communication role of managers:
In my organization the term internal communication is not used at all. We simply say
communication. The communication team is expected to assure timeliness and consistent
messages, and increase the sense of belonging and dialogue among organizational units.
internal and
228 This definition refers to a strong integration between external
communication and implicitly refers to organizational boundaries. At the same
time,
it refers to an intangible resource (sense of belonging) and to a communication
behaviour (dialogue).
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CCIJ
15,3
230
This study proposes a definition of internal communication as a set of interactive processes to
internal communication generate knowledge and allegiance, definitively abandoning a systemic perspective that refers to
plan explicates organizational boundaries. The exploratory qualitative research was intended to understand to what
instruments, events and extent the SM and the RM capture the vision about internal communication of interviewed
specific campaigns. managers as it emerges from findings.
Among the interviewed Findings show that the definition of internal communication given by the respondents in almost
companies, five fit the all cases leans toward the RM. Most companies define internal communication by referring to
RM. One companys intangible resources, such as knowledge, or communication behaviours, such as dialogue. Only one
internal communication company refers to boundaries without mentioning any intangible resources.
plan is based on It appears that respondents are aware that competitive advantage stems from intangible
communication aims resources (Rumelt, 1984; Barney, 1991) and that communication plays a key role in developing
and organizational such resources (Coleman, 1988, 1990; Tucker et al., 1996; Kalla, 2005b). This finding supports the
values. It then identifies theoretical framework of the RM of internal communication.
instruments and The aims of internal communication in most cases contain features of both models. Many
activities that match companies expressed an aim of creating a climate for active communication behaviours such as
the companys knowledge sharing, collaboration and creativity. This finding is consistent with previous
communication values, research that suggests encouraging communication contacts among all members of the organization
i.e. interactivity, (Brnn et al., 2004) and asserts that communication is central for all organizational processes
dynamism and trans- (Shockley-Zalabak et al., 2002). This supports the RM hypothesis that, because knowledge and
nationality. Another allegiance are generated through social interactions, the aim of internal communication is
company had promoting active communication and allegiance.
decentralized programs
inspired by the strategic Most interviewed companies categorize their employees according to socio-demographic and
business plan and by organizational variables in order to capture different information needs, as the SM requires. Only a
communication limited number of companies categorize their employees based on the psychological contract as
priorities including suggested by the RM, possibly because segmentation techniques based on behavioural and
simplicity, clarity and professional criteria are lacking. Previous studies in the public relations field suggest categorizing
efficiency. publics using their level of involvement and their knowledge about a topic (Grunig and Hunt, 1984;
Hallahan, 2001), providing a basis for categorizing employees.
All interviewed companies use communication channels and instruments that give employees the
5. Discussion and opportunity to express themselves. This is consistent with the RM because interactive communication
conclusions tools encourage employees active communication behaviours. Technology is rapidly changing
communication habits inside and outside organizations because so many people, especially the younger
ones, are proficient
YOFGREENWICHAt11:3928October2014(PT)
signals (de Michelis, 2001) as required by knowledge communication (Lurati and Eppler,
in 2006). Internal
usin
g
According to the findings reported in this paper, there is a connection between internal communications
communication and human resource management systems, consistent with the RM. This link
tech contributes to organizational well-being, a collaborative environment and organizational
nol change and in turn promotes further allegiance between the company and its employees.
ogy
to Human resource management systems would benefit from the support of communication
co programs (Freitag and Pitcherit-Duthler, 2004; Jo and Shim, 2005). 231
mm A few companies focus their internal communication plans on instruments and publics to
uni be reached, reflecting an SM approach. According to the RM, most internal communication
cate plans have explicit aims and processes and are inspired by quality factors and company
(Pre values. This demonstrates that the interviewed companies based some managerial practices on
nsk intangible resources and communication behaviours, according to the RM.
y, One of the major managerial implications of the present study is that internal
200 communication is no longer merely a message-targeting function (examples would include
1). publishing a house organ or managing the annual meeting). On the contrary, the internal
Furt
her, communication department has a key role in encouraging active employee behaviours in
new addition to delivering messages. For internal communication managers, this new role of
tech internal communication department implies they must clarify which communication
nol behaviours to activate, which groups of employees are supposed to be active or passive, and
ogi what managerial actions are more likely to promote active communication behaviours.
es Developing techniques for employee categorization based on the psychological contract is
cou important in order to identify the communication attitudes of employees.
ld Another key managerial issue is to identify the most important active communication
diss behaviours in a specific organization. This issue might entail a work-flow analysis involving
emi employees and encouraging them to initiate communication behaviours that improve
nate organizational processes.
a
myr Scholars of internal communication and managers have to create activation strategies to
iad transform inactive publics to active publics (Hallahan, 2001). Inactivity derives from the lack
of of awareness, sensitivity and ability and also from a sense of constraint. Therefore, internal
co communication departments have to manage these issues by enhancing motivation, and
mm implementing training and coaching programs to improve the communication competencies of
uni all employees and increase organizational trust. In planning activation strategies, it is
cati necessary to forge a link between internal communication and human resource management
on systems. This could mean co-locating the internal communication unit in the human
resource department or building a common task force.
Given the qualitative nature of the research, the companies studied do not represent the
universe of companies and other organizations in Italy. Further, this study did not explore the
actual diffusion of the RM among Italian companies.
A quantitative survey of statistically consistent data would measure the diffusion of the
theoretical RM in Italy and in other countries. Other research would be useful to verify whether
companies adhering to the RM are really able to develop employees
232
CCIJ
15,3
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allegiance and promote active communication behaviours. Such research should involve employees
and could be qualitative or quantitative. And finally, it would be interesting to conduct case
studies to investigate the internal communication and human resource management practices
most suitable for allegiance development, knowledge creation and active communication.
To conclude, the picture that emerges from the interviews reflects a model of internal
communication that differs from SM, which is widespread in the literature. Most companies show
features of both the SM as well as the RM. This means that the SM does not entirely capture the
concept of internal communication prevailing in companies. The RM depicts many characteristics
of the way managers currently perceive internal communication. Therefore, the RM could provide
a way to fill the gap between theory and practice that was at the origin of this research.
A renewal of the language could be very useful to allow progress in internal communication theory.
The expression internal communication could be revisited. The term internal, which refers to the
organizational boundaries, could be replaced with creative, collaborative or organizational. The
term communication, which implies targeting messages, could be changed in relationships,
behaviour or interaction. This exploratory research hopes to contribute to the advancement of
internal communication concept and to provide the groundwork for future empirical research.
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