Communication is essential for the survival of an organization. The management formulates strategies to ensure thatthe organization will get to where they want it to go. The strategy is then communicated to the co-workers through the line manager. But who is to say that the co-worker experience the message the same way as the line manager or the management for that matter? The purpose of this study is toinvestigate how the middle managers at Southern Älvsborg Hospital experience strategic internal communication andfurther how they communicate with their co-workers.Through a case study approach, the case being the communication of the hospitals research strategy, I conducted 13 interviews.I analyzed the material from the interviews using a hermeneutical approach and I used an interpretative approach to get a deeper understanding. The results show that the middle managers experience that the communication occurs through the transmission model. They also show an increased information overload, mainly due to e-mail. The middle managers strive for a sense making approach to communicationand they believe that this is best achievedthrough meetings. Only half of them have communicated or will communicate the research strategy with their co-workers,using different strategies; 1) handing over the responsibility to a researcher, 2) handing over the responsibility to aresearch manager, 3) interpreting the information and dialoguing about it and 4) interpreting and dialoguing about theinformation and then working with it in various teams and thus reflecting on what it means for their own unit. / Program: Magisterutbildning i strategisk information och kommunikation

The purpose of this case study was to contribute with knowledge on how a non-profit organization works strategically with internal crisis communication. The study aimed at answering how management and co-workersperform internal communication before, during and aftercrises. Furthermore, the study aimed at answering secondary research questions about whether management looks at its co-workers as receivers and/or senders of crisis communication, and if the organizational culture influences the internal crisis communication. The study was conducted through qualitative interviews and textual analysis of the organization’s documents related to crisis management.The empirical data was analysed with thematic analysis and qualitative content analysis. The result showed that the organization work with internal crisis communication before, during and after crises, and that the types of communication differed in the three phases. Before and after crises, the organization showed a meaning-oriented approach to crisis communication with an emphasis on facilitating sensemaking dialogues. Co-workers were seen as active communicators which includes roles of both sending and receiving communication. During crises, on the other hand, the organization showed a more transmission-based approach to communication where executives distanced from its co-workers, making decisions and providing employees with information and instructions.With this approach, the co-workers were regarded as receivers, and scarcely as senders, of crisis communication. Furthermore, the result showed that parts of the organizational culture could have an impact on the internal crisis communication, and that it might facilitate the shift of communication types in the three crisis phases.