Yes / Purpose: Storytelling is claimed to be an effective way of communicating corporate strategy within organisations. However, previous studies have tended to focus holistically on storytelling in organisations rather than investigating how different groups may use and be influenced by stories. This paper addresses these gaps in the literature by investigating how storytelling in internal communication can either support or subvert corporate strategy. Design/methodology/approach: A qualitative study was conducted into storytelling in two large companies in the UK energy industry. Data was collected through 70 semi-structured interviews, documentary research, and observation research. Impression management theory was used to analyse how stories supported or subverted corporate strategy. Findings: Storytelling by employees in the corporate and customer service areas of the organisations showed the greatest support for corporate strategy. There was more subversive storytelling in the operational areas, particularly by lower level employees. Stories subverted corporate strategy by recounting incidents and encouraging behaviour that contradicted the organisation’s vision/goals and values. Originality/value: The study shows the important contribution of employees to the collective sensemaking process in organisations, by narrating supportive or subversive stories. Engaging employees in storytelling can enhance support for corporate strategy, however managers should also see subversive stories as an opportunity to identify and address problems in the organisation.

Estando há dois anos inserida no ambiente organizacional da empresa PI Acessórios LTDA, foi possível perceber problemas de comunicação interna, tais como: informações que se perdiam, assuntos não resolvidos, problemas de relacionamento, fofocas, ruídos na comunicação, clima organizacional tenso, dúvidas nas tarefas de cada um e problemas na produção. Por isto, a pesquisadora escolheu propor um plano de comunicação interna para a empresa. Por plano de comunicação interna entenda-se uma ferramenta estratégica de compatibilização dos interesses dos empregados e da empresa, por meio do estímulo ao diálogo, à troca de informações e de experiências e à participação de todos os níveis. Para direcionar a pesquisa foram escolhidos seis fatores principais relacionados ao plano de comunicação, com base no estudo da International Association of Business Communicators (IABC): Liderança, Comunicação, Motivação, Gerenciamento, Mensuração e Feedback. Um plano de comunicação interna provê a organização com uma direção clara e coordenação dos processos, estabelece uma estrutura de trabalho, deixa explícito quem é responsável por cada função, define orçamentos e cronogramas e cria um benchmark para a mensuração de resultados. Garante também que se tenha o maior impacto possível com o orçamento disponível. Para tanto, a comunicação interna deve ser entendida de forma integral, permeando todas as ações organizacionais, viabilizando de maneira permanente a construção de sua cultura e identidade, e marcando um estilo próprio e suas formas de projetar-se exteriormente (a construção de sua imagem). A comunicação interna é um meio para desenvolver a empresa. É necessário que as informações sejam tratadas como um ativo (que tem que ser gestionado) e um recurso (que tem que ser aproveitado). Ela permite criar um clima de confiança, motivação, relacionamento e comunicação por parte dos colaboradores dentro da empresa. Assim, foi realizado um estudo de caso de natureza qualitativa e descritiva, por meio de uma pesquisa aplicada a todos os funcionários como também para a direção, observações, e-mails, conversas informais, skypes. O resultado do levantamento evidenciou e analisou os seis fatores acima relacionados a fim de que os funcionários se envolvam e participem ativamente na organização, bem como demonstrou a real necessidade da criação de um plano de comunicação interna na empresa. Sendo assim, o plano de comunicação interna proposto será avaliado e aplicado a partir dos resultados mensurados conforme a pesquisa aplicada e conforme a aprovação do cronograma. / Being two years ago inserted in the company's organizational environment PI Accessories LTDA, it was revealed internal communication problems, such as information that is lost, unresolved issues, relationship issues, gossip, noise in communication, tense organizational climate, doubts in each task and problems in production. Therefore, the researcher chose to propose an internal communication plan for the company. For internal communication plan is meant a strategic tool for aligning the interests of employees and the company, through the stimulus to dialogue, exchange of information and experience and participation at all levels. To direct the research were chosen six main factors related to the communication plan, based on the study of the International Association of Business Communicators (IABC): Leadership, Communication, Motivation, Management, Measurement and Feedback. An internal communication plan provides the organization with a clear direction and coordination of procedures, establishes a framework, makes it clear who is responsible for each function, set budgets and schedules and creates a benchmark for measuring results. It also ensures that it has the greatest possible impact with the available budget. Therefore, internal communication must be understood fully, permeating all organizational actions, enabling permanently the construction of their culture and identity, and scoring an own style and ways of projecting outwardly (building your image ). Internal communication is a means to develop the company. It is necessary that the information is treated as an asset (which has to be gestionado) and a resource (which has to be used). It allows you to create a climate of trust, motivation, relationship and communication by employees within the company. Thus, we conducted a case study of qualitative and descriptive nature, through a survey applied to all employees as well as to the direction, comments, emails, informal conversations, Skypes. The result of the survey showed and analyzed the six factors listed above in order that the employees involved and actively participate in the organization and demonstrated the real need to create an internal communications plan in the company. Thus, the proposed internal communication plan will be evaluated and applied from the results measured as applied research and according to the approved schedule.

Estando há dois anos inserida no ambiente organizacional da empresa PI Acessórios LTDA, foi possível perceber problemas de comunicação interna, tais como: informações que se perdiam, assuntos não resolvidos, problemas de relacionamento, fofocas, ruídos na comunicação, clima organizacional tenso, dúvidas nas tarefas de cada um e problemas na produção. Por isto, a pesquisadora escolheu propor um plano de comunicação interna para a empresa. Por plano de comunicação interna entenda-se uma ferramenta estratégica de compatibilização dos interesses dos empregados e da empresa, por meio do estímulo ao diálogo, à troca de informações e de experiências e à participação de todos os níveis. Para direcionar a pesquisa foram escolhidos seis fatores principais relacionados ao plano de comunicação, com base no estudo da International Association of Business Communicators (IABC): Liderança, Comunicação, Motivação, Gerenciamento, Mensuração e Feedback. Um plano de comunicação interna provê a organização com uma direção clara e coordenação dos processos, estabelece uma estrutura de trabalho, deixa explícito quem é responsável por cada função, define orçamentos e cronogramas e cria um benchmark para a mensuração de resultados. Garante também que se tenha o maior impacto possível com o orçamento disponível. Para tanto, a comunicação interna deve ser entendida de forma integral, permeando todas as ações organizacionais, viabilizando de maneira permanente a construção de sua cultura e identidade, e marcando um estilo próprio e suas formas de projetar-se exteriormente (a construção de sua imagem). A comunicação interna é um meio para desenvolver a empresa. É necessário que as informações sejam tratadas como um ativo (que tem que ser gestionado) e um recurso (que tem que ser aproveitado). Ela permite criar um clima de confiança, motivação, relacionamento e comunicação por parte dos colaboradores dentro da empresa. Assim, foi realizado um estudo de caso de natureza qualitativa e descritiva, por meio de uma pesquisa aplicada a todos os funcionários como também para a direção, observações, e-mails, conversas informais, skypes. O resultado do levantamento evidenciou e analisou os seis fatores acima relacionados a fim de que os funcionários se envolvam e participem ativamente na organização, bem como demonstrou a real necessidade da criação de um plano de comunicação interna na empresa. Sendo assim, o plano de comunicação interna proposto será avaliado e aplicado a partir dos resultados mensurados conforme a pesquisa aplicada e conforme a aprovação do cronograma. / Being two years ago inserted in the company's organizational environment PI Accessories LTDA, it was revealed internal communication problems, such as information that is lost, unresolved issues, relationship issues, gossip, noise in communication, tense organizational climate, doubts in each task and problems in production. Therefore, the researcher chose to propose an internal communication plan for the company. For internal communication plan is meant a strategic tool for aligning the interests of employees and the company, through the stimulus to dialogue, exchange of information and experience and participation at all levels. To direct the research were chosen six main factors related to the communication plan, based on the study of the International Association of Business Communicators (IABC): Leadership, Communication, Motivation, Management, Measurement and Feedback. An internal communication plan provides the organization with a clear direction and coordination of procedures, establishes a framework, makes it clear who is responsible for each function, set budgets and schedules and creates a benchmark for measuring results. It also ensures that it has the greatest possible impact with the available budget. Therefore, internal communication must be understood fully, permeating all organizational actions, enabling permanently the construction of their culture and identity, and scoring an own style and ways of projecting outwardly (building your image ). Internal communication is a means to develop the company. It is necessary that the information is treated as an asset (which has to be gestionado) and a resource (which has to be used). It allows you to create a climate of trust, motivation, relationship and communication by employees within the company. Thus, we conducted a case study of qualitative and descriptive nature, through a survey applied to all employees as well as to the direction, comments, emails, informal conversations, Skypes. The result of the survey showed and analyzed the six factors listed above in order that the employees involved and actively participate in the organization and demonstrated the real need to create an internal communications plan in the company. Thus, the proposed internal communication plan will be evaluated and applied from the results measured as applied research and according to the approved schedule.

Estando há dois anos inserida no ambiente organizacional da empresa PI Acessórios LTDA, foi possível perceber problemas de comunicação interna, tais como: informações que se perdiam, assuntos não resolvidos, problemas de relacionamento, fofocas, ruídos na comunicação, clima organizacional tenso, dúvidas nas tarefas de cada um e problemas na produção. Por isto, a pesquisadora escolheu propor um plano de comunicação interna para a empresa. Por plano de comunicação interna entenda-se uma ferramenta estratégica de compatibilização dos interesses dos empregados e da empresa, por meio do estímulo ao diálogo, à troca de informações e de experiências e à participação de todos os níveis. Para direcionar a pesquisa foram escolhidos seis fatores principais relacionados ao plano de comunicação, com base no estudo da International Association of Business Communicators (IABC): Liderança, Comunicação, Motivação, Gerenciamento, Mensuração e Feedback. Um plano de comunicação interna provê a organização com uma direção clara e coordenação dos processos, estabelece uma estrutura de trabalho, deixa explícito quem é responsável por cada função, define orçamentos e cronogramas e cria um benchmark para a mensuração de resultados. Garante também que se tenha o maior impacto possível com o orçamento disponível. Para tanto, a comunicação interna deve ser entendida de forma integral, permeando todas as ações organizacionais, viabilizando de maneira permanente a construção de sua cultura e identidade, e marcando um estilo próprio e suas formas de projetar-se exteriormente (a construção de sua imagem). A comunicação interna é um meio para desenvolver a empresa. É necessário que as informações sejam tratadas como um ativo (que tem que ser gestionado) e um recurso (que tem que ser aproveitado). Ela permite criar um clima de confiança, motivação, relacionamento e comunicação por parte dos colaboradores dentro da empresa. Assim, foi realizado um estudo de caso de natureza qualitativa e descritiva, por meio de uma pesquisa aplicada a todos os funcionários como também para a direção, observações, e-mails, conversas informais, skypes. O resultado do levantamento evidenciou e analisou os seis fatores acima relacionados a fim de que os funcionários se envolvam e participem ativamente na organização, bem como demonstrou a real necessidade da criação de um plano de comunicação interna na empresa. Sendo assim, o plano de comunicação interna proposto será avaliado e aplicado a partir dos resultados mensurados conforme a pesquisa aplicada e conforme a aprovação do cronograma. / Being two years ago inserted in the company's organizational environment PI Accessories LTDA, it was revealed internal communication problems, such as information that is lost, unresolved issues, relationship issues, gossip, noise in communication, tense organizational climate, doubts in each task and problems in production. Therefore, the researcher chose to propose an internal communication plan for the company. For internal communication plan is meant a strategic tool for aligning the interests of employees and the company, through the stimulus to dialogue, exchange of information and experience and participation at all levels. To direct the research were chosen six main factors related to the communication plan, based on the study of the International Association of Business Communicators (IABC): Leadership, Communication, Motivation, Management, Measurement and Feedback. An internal communication plan provides the organization with a clear direction and coordination of procedures, establishes a framework, makes it clear who is responsible for each function, set budgets and schedules and creates a benchmark for measuring results. It also ensures that it has the greatest possible impact with the available budget. Therefore, internal communication must be understood fully, permeating all organizational actions, enabling permanently the construction of their culture and identity, and scoring an own style and ways of projecting outwardly (building your image ). Internal communication is a means to develop the company. It is necessary that the information is treated as an asset (which has to be gestionado) and a resource (which has to be used). It allows you to create a climate of trust, motivation, relationship and communication by employees within the company. Thus, we conducted a case study of qualitative and descriptive nature, through a survey applied to all employees as well as to the direction, comments, emails, informal conversations, Skypes. The result of the survey showed and analyzed the six factors listed above in order that the employees involved and actively participate in the organization and demonstrated the real need to create an internal communications plan in the company. Thus, the proposed internal communication plan will be evaluated and applied from the results measured as applied research and according to the approved schedule.

Frågeställning: Hur kommunicerar och skapar mellanchefer mening under kris? Syfte: Vi vill skapa en större förståelse för hur mellanchefer arbetar med intern kommunikation och sensemaking under kris. Vi vill även undersöka på vilka sätt social distansering påverkar mellanchefers arbete med sensemaking och intern kommunikation under kris.   Metod: En kvalitativ tvärsnittsstudie har genomförts utifrån en deduktiv forskningsansats.  Resultat & Slutsats: Den viktigaste upptäckten är att mellanchefer tar på sig rollen som ett kommunikationsfilter i sensegiving processen, vilket kan leda till att medarbetarna inte får samma information i slutändan, vilket i sin tur ökar mängden informell kommunikation (ryktesspridning). Om den informella kommunikationen blir större än den formella kommunikationen kan det minska förtroendet för mellancheferna och i värsta fall resultera i intern kommunikationskris. Vi fann också att social distansering till följd av Folkhälsomyndighetens begränsningar kan öka risken för intern kommunikationskris på grund av bristande kontroll gällande den informella kommunikationen samt försvagat förtroende för ledarskapet. Slutligen framträder sensegiving och sensemaking som viktiga verktyg för mellanchefen i arbetet med att förebygga och förhindra psykisk ohälsa under krisen. Nyckelord: Sensemaking, sensegiving, internal communication, internal communication crisis, crisis management och crisis leadership / This study aims to examine how the middle manager creates meaning and communicates during an exceptional crisis. The purpose of the study is to raise awareness, and create a greater understanding of the importance, of the middle manager during a crisis, like Covid-19, in terms of sensemaking and internal communication. Our research question is: How does middle managers communicate and create meaning during a crisis?  To investigate the phenomenon, a cross-sectional study was used to provide a wider picture and enable comparisons between organisations. The study was done through a deductive research approach, and empirical data was obtained through a qualitative strategy.  The most important finding, is that middle managers take on the role of a communication filter in the sensegiving-process. This role, may result in employees not getting the same information, which in turn raises the amount of informal communication (spreading rumors). Moreover, if the informal communication becomes greater than the formal communication, it may threaten leadership confidence, which may result in an internal communication crisis.  We also found, that sensegiving and sensemaking become important tools for the middle manager to prevent mental illness, during social distancing and its restrictions, enforced by the Public Health Authority.   Finally, we present a theoretical contribution to increase understanding of the phenomenon.   Keywords: Sensemaking, sensegiving, internal communication, internal communication crisis, crisis management and crisis leadership

Introduction (Purpose) - The main purpose for this study is to study internal communication challenges from a managerial and employee perspective in two interrelated IT departments. Furthermore this study aims to give suggestions for how organizations can improve their internal communication within and between departments. Design/methodology/approach - The research setting took place in a Swedish telecom company where data was collected during 10 weeks. An abductive scientific approach was used with an extension of mixed methods with a triangulation design. Interviews and survey were made to both managers and employees as primary data, whereas different kinds of observations, informal interviews and meetings, intranet and employee satisfaction scores were used as secondary data. Findings - Findings show several internal communication challenges, such as different definitions of what internal communication stands for, too many media channels put strains on the internal communication within and between IT departments which results in unsynchronization. The organizational structure itself creates internal communication challenges as a result of not sharing common goals and strategies, but also responsibility issues which leads to misunderstanding and conflicts. To improve internal communication challenges between the departments, some of the following examples were found; the need of overcoming unsynchronization, shared goals and strategies, common messages from head managers in order to reduce problems related to co-operation between the departments and desideration of an interactive communication tool. Practical implications – Deal with misunderstandings to prevent internal communication challenges. Interrelated departments should strive for alignment through common goals and strategies. More interactive communication tools such as social networks could promote more effective internal communication. Originality/value – Rich data collection by using mixed methods resulted in empirical findings that address internal communication challenges between two IT departments with an organizational structure that reminds of a line-and-staff organization from a managerial and employee perspective. / <p>This thesis has been professionally proofread</p>

Developing internal communication in fast-changing organizations is a current topic, which seems to exercise the minds of corporate people in different positions. Well-functioning internal communication and business success seem to be strongly linked. It motivates people, and only people who are motivated and enthusiastic about their work are able to perform well in their jobs and to secure the success of their employers. The purpose of this study was to increase the understanding of internal communications and how employees perceive it in fast-changing organizations. An understanding of internal communication and its development was searched by concentrating in selected essential internal communication areas in organizations, internal corporate communication function and internal communication channels. The focus was on fast-changing organizations due to the fact that the development of internal communication does not usually go hand in hand with other organization development and business growth but tends to drag behind. The theoretical framework was formed of internal communication in general, internal communication development, internal communication in fast-changing organizations, internal communication in different organizational areas, internal corporate communicationas a function and internal communication channels. The most valid internal communication areas were selected to be management communication, team and supervisor communication and interdepartmental communication. The theoretical framework presented the dilemmas and characteristics that can occur among the issue of internal communication development. In order to achieve the determined objectives, a quantitative study was conducted. The survey named “Internal communications at the company x” with three different forms of questions was carried out in the case company. The topic was scrutinized from theperspective of a case company and aimed to find out employees’ perceptions. The web-based survey focused on the selected issues concerning internal communication and its development. Questionnaires were sent out to the employees of the case company’s European organization and 94 responses were received. The collected data was analyzed against the theoretical framework, and with the help of analysis conclusions and managerial implications regarding this study were drawn. It was discovered that by developing these internal communication areas together, fast-changing organizations succeed better in internal communication and consequently in other operations. In fast-changing organizations, careful attention needs to be paid especially to the amount of management, supervisor and interdepartmental communication. Communication especially about company situation and financial and sales situation should be increased. Employees value open, systematic, clear and well-organized communication. Development of interdepartmental communication processes is vital in order to improve knowledge sharing across the company and consequently business performance. It is essential that all members of work community understand their responsibility to communicate. Internal corporate communications function should teach that and provide good communication tools for all employees, especially intranet, e-mail and possibilities to face to face meetings and versatile feedback sessions. Efforts to equalize communication between locations, departments and teams need to be taken.

This thesis deals with internal communication at the CzechInvest Investment and Business Development Agency. Its main objective is to analyze the current system of internal communication, identify its strengths and weaknesses and propose solutions for its improvement. Data for the analysis was obtained mainly from the author's own qualitative and quantitative research and the organization's internal documents. The thesis is divided into two parts. The theoretical part covers the general characteristics of internal communication (definition, stakeholders, content, goals, communication channels and means, significance); the practical part was prepared on the basis of the results of qualitative and quantitative research and brings the actual analysis of internal communication as well as specific proposals that should increase the effectiveness of the current system

Published Article / In this article the authors propose a model for South African multi-campus universities, aimed at improving the effectiveness of internal communication. The development of the model was informed by three factors: the bureaucratic nature of higher education institutions; the restructured South African higher education landscape comprising various multi-campus universities with campuses situated geographically apart; and the fact that the Central University of Technology, Free State (CUT) identified certain shortcomings in its internal communication practices during a climate survey. Various communication models, including those employed by the corporate sector, were studied, after which an extensive empirical investigation was carried out. The proposed model incorporates essential features, but also addresses shortcomings of existing internal communication models. The characteristics of the model were developed from an empirical investigation that included a mixed-method research as well as the recommendations of communication executives from seven multi-campus universities in South Africa.

BACKGROUND: Choosing the right communication strategy is essential for organizations in today’s business. Nowadays, all organizations are facing operational changes; therefore, internal communication is significant for all businesses. Internal communication focuses on information and knowledge sharing activities within organizations, which are led by leaders that have the responsibility to distribute information and knowledge to employees in the organization and across departments PURPOSE: The purpose of the study is to investigate the relationship between internal communication and its components and how it affects team performance. METHOD: The research was a quantitative case study where 42 out of 70 employees at Specma Seals AB answered the questionnaire. The survey was sent out by email, using surveygizmo.com in April 2014. The response rate was 60%. A meeting with Specma Seals was arranged to conduct a deeper understanding of the company situation. CONCLUSION: The conclusion of this study is that two of the hypotheses were supported and one rejected meaning that leadership and information and knowledge sharing has a positive relationship with team performance meanwhile cross-functionality didn’t.