No abstract

Crisis communication has emerged as a hot topic after the global financial crisis that started in the second half of 2008. A survey of 61 Italian companies examined internal crisis communication strategies and the characteristics of that communication in order to understand the role of communication in safeguarding relationships of trust with employees. The main results show that companies have used poorly internal communication as a strategic lever to develop employee commitment and have adopted a broadly defensive approach that may undermine their intangible assets. The study offers implications for practice and suggestions for future research.

PurposeThe purpose of this paper is to propose a definition of internal communication based on intangible resources rather than organizational boundaries.Design/methodology/approachThe 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.FindingsThe companies in this paper display a strong awareness of how intangible resources, such as knowledge and employee attitudes, contribute to the company's 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/implicationsBecause of the qualitative nature of the research, the results do not have universal validity.Practical implicationsThe 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/valueThe 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.

Purpose -The purpose of this paper is to investigate the effectiveness of internal communication during a crisis by comparing how Italian companies communicated to employees during the 2008-2009 global financial crisis and how employees interpreted these efforts. Design/methodology/approach -The study used interviews with internal communication managers and employees. It also drew data from two focus groups and a survey involving internal communicators. Findings -The results indicate a misalignment between what companies meant to communicate and what employees perceived. Companies planned excellent communication, made extensive use of official instruments and depicted the crisis as an opportunity, while employees complained about the lack of listening and about the clarity of messages, disliked hierarchical communication and accused their companies of opportunism. Research limitations/implications -Further research is needed to explore the antecedents of the effective manager-employee sensemaking process during a crisis. Practical implications -To reduce misalignment, companies should strengthen trust relationships before a crisis occurs and should focus on open and continuous listening during a crisis. Originality/value -The two perspectives of managers and employees used simultaneously offer a more comprehensive understanding of the complexity of internal communication during crises.