Proceedings: Conference on Corporate Communication 2012 Page 1

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Internal Communication Crisis and its Impact on an Organization’s Performance Ieva Kukule Hauska & Partner, Corporate Relations Consultancy Vidzemes University of Applied Sciences, Latvia ieva.kukule@gmail.com The aim of this research is to study whether and how internal communication inefficiency can lead to an organizational crisis. An answer to this question was found through the study of previous empirical research on internal communication and organizational crisis. For the purpose of this paper, a case study of one particular organizational crisis was carried out by applying a combined research methodology – in-depth interviews and a survey. As a result of a detailed analysis of theory and a study of a case, a new concept –“internal communication crisis” – was coined in the master’s thesis from which this paper is derived. The study established that an internal communication crisis is a result of asymmetrical formal internal communication, a lack of leadership, weak organizational culture and lack of values, as well as active grapevine communication. This research found that internal communication crises are directly related to organizational crises in which alternative decision-making processes, are established due to the failure of established internal communication channel and resulting in employees attempting to solve organizational problems by involving external stakeholders. Such attempts to involve external stakeholders lead to the very high risk of negative publicity and damages to reputation, which gives the national policy decision-makers an opportunity to expose the organization to threats of liquidation or resource reduction. Keywords: Internal communication, Leadership, Organizational culture, Informal internal communication, Organizational crisis, Internal communication crisis. Abstracts of <strong>Conference</strong> <strong>Proceedings</strong>: <strong>Conference</strong> on Corporate Communication 2012 Page 36
Internal Communication Strategies for Employee Communicative Actions A Qualitative Analysis in American and Italian Companies i Alessandra Mazzei Institute of Economics and Marketing IULM University of Milan, Italy alessandra.mazzei@iulm.it, Purpose: To understand if, and how, internal communication strategies can promote strategic employee communicative actions such as to disseminate positive information that enhances the company’s reputation. These communicative actions sustain the competitive advantage of a company. Approach: Interviews with: internal communication experts; internal communication managers in 10 American companies and 22 Italian companies. A focus group comprised of internal communication managers and experts. Findings: Employee communicative actions have been categorized as: exploration, interpretation, sharing and acting. Internal communication strategies enable employees to be effective communicators. Research implications: To investigate the link between employee communicative actions and internal communication and relationship quality by means of a survey among employees. Practical implications: Internal communication managers are expected first, to become enablers towards employees and line managers; and second, to facilitate sense-making processes and the quality relationship building. Keywords : Employee communicative actions, Enablement, Internal communication. Paper type: Research paper. Abstracts of <strong>Conference</strong> <strong>Proceedings</strong>: <strong>Conference</strong> on Corporate Communication 2012 Page 37
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Proceedings: <stro
Page 4 and 5: Abstracts of Conference</st
Page 6 and 7: Contents A Case for Corporate Inocu
Page 8 and 9: Contents A Holistic Corporate Ident
Page 10 and 11: Contents Save our Seafarers: How th
Page 12 and 13: An Introduction to the Proc
Page 14 and 15: Focus on Recent Research The CCI Co
Page 16 and 17: (discussed in Goodman, CCIJ Vol. 16
Page 18 and 19: Conference Academi
Page 20 and 21: Between Global and Glocal An Analys
Page 22 and 23: Bring Your Own Device (BYOD) to Wor
Page 24 and 25: A Case for Corporate Inoculation Ex
Page 26 and 27: Characteristics of the Economically
Page 28 and 29: Communicating Corporate Social Resp
Page 30 and 31: Corporate Communication and PR Prac
Page 32 and 33: Corporate Communication and the Dev
Page 34 and 35: Corporate Communication and the Dev
Page 36 and 37: Crisis Communication and Terrorism
Page 38 and 39: CSR Initiatives of Private Sector C
Page 40 and 41: Developing Internal Crisis Communic
Page 42 and 43: Differences in Perceived Effectiven
Page 44 and 45: The Dynamic Interplay of Visual and
Page 46 and 47: Google Doodles As Corporate Communi
Page 48 and 49: Practical implications: The develop
Page 50 and 51: Implementation of the Project Manag
Page 52 and 53: Insights on CSR Strategy Influence
Page 56 and 57: Investor Relations on the Internet
Page 58 and 59: Just-in-Time Research An Internatio
Page 60 and 61: Negotiating Crisis in the New Media
Page 62 and 63: Nuclear Power after Fukushima The S
Page 64 and 65: Organizational Disruption and Corpo
Page 66 and 67: Repairing an Organization’s Image
Page 68 and 69: A Retrospective on Reputation and S
Page 70 and 71: Save Our Seafarers How the Shipping
Page 72 and 73: Social Media Challenges and Opportu
Page 74 and 75: A Study of How Online Social Networ
Page 76 and 77: The Study of Internal Crisis Commun
Page 78 and 79: The Virtual Construction of Kiva A
Page 80 and 81: We Hear What They Say The Local Mus
Page 82: Women’s Protests in the Revitaliz
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