Social Media in Internal Communications: A View from Senior Management

Sedej, Tanja; Justinek, Gorazd

doi:10.1108/s1877-6361(2013)0000012008

Cited by 7 publications

(7 citation statements)

References 5 publications

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“…Internal communications can be viewed as a form of relationship-building ( Asif & Sargeant, 2000 ). By implementing two-way symmetrical internal communication, employees feel that they can express their thoughts ( Mazzei, 2010 ; Sedej & Justinek, 2013 ), their voices are heard, and they are empowered ( Pološki Vokić et al, 2020 ). Therefore, internal communication functions to maintain the relationship with internal stakeholders in the organization through sharing and receiving the information, including downward, upward, and horizontal communication ( Ćorić et al, 2020 ), and communicative actions represent a behavioral outcome of loyalty ( Mazzei, 2014 ).…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Transformational Leadership During the COVID-19 Pandemic: Strengthening Employee Engagement Through Internal Communication

Santoso

Sulistyaningtyas

Pratama

2022

Journal of Communication Inquiry

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This article examines the function of transformational leadership in enhancing employee engagement through internal communication during the COVID-19 pandemic to ensure the companies’ sustainability. This article is based on semi-structured interviews with 16 informants (human resources department representatives and employees) from the four industries most impacted by the COVID-19 epidemic: travel, hotel, food and beverage, and retail sectors. The findings reveal that transformational leaders play a critical role in fighting the COVID-19 pandemic by encouraging employees to be innovative and creative, undertaking active actions, and strengthening employee engagement through internal communication. On the other hand, internal communication has changed due to the pandemic, including communication flow, messages, and media. Internal communication has promoted a climate for active communication behaviors encouraging knowledge sharing, collaboration, and creativity-enhancing employee engagement. Through spiritual values, transformational leaders who promote employee engagement amid this crisis ensure the organization's sustainability. Due to the COVID-19 pandemic, this research suggests that leaders might increase employee engagement by including spiritual values through internal communication.

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Section: Literature Reviewmentioning

confidence: 99%

“…Internal communication flow is critical since it keeps the business performance running well ( Sedej & Justinek, 2013 ). This communication also contributes to organizational well-being, a collaborative environment, and organizational change ( Mazzei, 2010 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Transformational Leadership During the COVID-19 Pandemic: Strengthening Employee Engagement Through Internal Communication

Santoso

Sulistyaningtyas

Pratama

2022

Journal of Communication Inquiry

View full text Add to dashboard Cite

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“…Especialmente en un contexto cambiante como el actual, donde las presiones económicas son cada vez mayores y el entorno es cada vez más complejo, la comunicación interna ha de ser flexible y adaptarse a las necesidades del negocio si quiere ser realmente efectiva (IC Kollectif, 2017; Sedej & Justinek, 2013). La comunicación interna es vital para la implementación efectiva del cambio organizacional, pues puede ayudar a evitar o reducir la resistencia al cambio (Daly et al, 2003;Elving, 2005).…”

Section: Contextounclassified

“…Probablemente una de las principales razones por la que muchas empresas dudan a la hora de introducir estas herramientas digitales en su entorno de trabajo (Sedej & Justinek, 2013) sean los riesgos que implica su uso, ya que cuando usan los medios sociales, los empleados dejan de ser anónimos, adquieren mayor visibilidad y es imposible controlar todo que se publica (Leonardi & Vaast, 2017;Walden, 2018).…”

Section: Contextounclassified

El rol de la comunicación interna ante los desafíos de la digitalización

Miquel-Segarra

Aced

2018

Communication

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La presente investigación analiza el papel que juega la comunicación interna ante el impacto creciente de la digitalización en las organizaciones. El auge de las herramientas digitales y los medios sociales, y la posibilidad de tratar grandes volúmenes de datos (big data) han dado paso a la conocida como revolución 4.0. En este escenario cambiante, la comunicación interna resulta esencial para gestionar el cambio cultural que implica la transformación digital. Esta investigación realiza una revisión sistemática de la literatura académica publicada durante el último lustro (entre 2012 y 2017) para tratar de definir cuáles son los aspectos claves que sitúan a la comunicación interna como un ámbito privilegiado para afrontar los cambios implícitos en esta revolución, y qué han de tener en cuenta los profesionales de la comunicación interna para adaptarse a este escenario. Las investigaciones analizadas demuestran que los medios sociales no se han integradobien en el sistema de comunicación interna de las empresas y señalan que es necesario seguir profundizando en el estudio del uso eficaz de las redes sociales en la comunicación interna. Prácticamente ninguno de los estudios de la muestra hace referencia a los nuevos desafíos tecnológicos, como el Internet de las cosas y el big data

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“…IC has to be flexible and tailored to the needs of the business if it wants to be really effective (Sedej;Justinek, 2013;Ruck y Welch, 2012), but it also has to provide relevant data that will allow the organisation to take decisions that are not solely based on intuition (Castillo-Esparcia; Villabona-Beltrán, 2018; Álvarez-Nobell; Lesta, 2011). Therefore, the IC needs to perform periodical planned measurements to evaluate the effectiveness of the messages and means it uses and, above all, the contributions it realises to reach a company´s strategic goals Volk, 2017;Watson;Noble, 2014) and its contribution to the profit and loss account (Cuenca;Verazzi, 2018, Martínez-Martínez: Fernández-Hurtado, 2018Slijepčević;Bovan;Radojević, 2018;IC Kollectif, 2018;Berceruelo, 2014).…”

Section: Introductionmentioning

confidence: 99%