Multidisciplinarity in internal communication and the challenges ahead

被引:6
作者
Araujo, Milena [1 ]
Miranda, Sandra [1 ,2 ]
机构
[1] ISCTE Inst Univ Lisboa, CIES IUL, Lisbon, Portugal
[2] Inst Politecn Lisboa, Escola Super Comunicacao Social, Lisbon, Portugal
关键词
Internal communication; Employee communication; Strategic communication; Strategy; Multidisciplinarity; SOCIAL MEDIA; PUBLIC-RELATIONS; EMPLOYEE VOICE; ORGANIZATIONAL COMMUNICATION; MANAGEMENT; SATISFACTION; COMMITMENT; ENGAGEMENT; STRATEGIES; LEADERSHIP;
D O I
10.1108/CCIJ-01-2020-0012
中图分类号
F [经济];
学科分类号
02 ;
摘要
Purpose Considering the impact internal communication has on the performance of organizations, studies about internal communication are revisited in order to generate a deeper understanding about the disciplines that shape the topic and the main trends influencing both the academic and professional fields. Design/methodology/approach Departing from a communicational background, the authors integrate dispersed contributions from disciplines such as organizational communication, public relations, corporate communication and marketing communications, to the literature on internal communication. Findings The significant role played by internal communication is supported by scholars with different theoretical backgrounds. Despite the clear differences between disciplines, the defense of a strategized internal communication and a focus on the employee is widely accepted. Practical implications Both scholars and practitioners will need to keep adapting to a reality where: internal communication practices are not only managerial but also dependent on the inputs of the employees; the ability to listen and collect feedback is sacred, and internal communication plans are expected to be strategically implemented and measured. Originality/value By showing the plurality of disciplines that influence internal communication, a strategized multidisciplinary focus on the topic is encouraged.
引用
收藏
页码:107 / 123
页数:17
相关论文
共 111 条
  • [1] Aguerrebere P., 2015, The International Journal Of Communication And Health, V5, P53
  • [2] Ahmed P.K. Rafiq., 2003, EUR J MARKETING, V37, P1177, DOI DOI 10.1108/03090560310498813
  • [3] Andersson R., 2019, International Journal of Strategic Communication, V13, P60, DOI [10.1080/1553118x.2018, DOI 10.1080/1553118X.2018, https://doi.org/10.1080/1553118X.2018.1547731, DOI 10.1080/1553118X.2018.1547731]
  • [4] [Anonymous], 2012, REV COMMUNICATION
  • [5] [Anonymous], 2017, COMMUNICATION EXCELL, DOI DOI 10.1007/978-3-319-48860-8
  • [6] [Anonymous], 2004, SAGE HDB ORG DISCOUR
  • [7] Argenti PA, 2005, MIT SLOAN MANAGE REV, V46, P83
  • [8] Argenti PA, 1998, HUM RESOURCE MANAGE, V37, P199, DOI 10.1002/(SICI)1099-050X(199823/24)37:3/4<199::AID-HRM3>3.0.CO
  • [9] 2-R
  • [10] Asif S., 2000, European Journal of marketing, V34, P299, DOI DOI 10.1108/03090560010311867