Communicating corporate change

✍ Scribed by Irv Schenkler

• Publisher: John Wiley and Sons
• Year: 1998
• Tongue: English
• Weight: 80 KB
• Volume: 37
• Category: Article
• ISSN: 0090-4848
• DOI: 10.1002/(sici)1099-050x(199823/24)37:3/4<319::aid-hrm12>3.0.co;2-g

✦ Synopsis

Irv Schenkler

organizations need."

Internal communication strategy, the author believes, needs to be rethought. Its processes should be based on the company's strategy rather than the hoary nostrum of "employee satisfaction." Employee communication's ultimate objective, he maintains, is to serve the organization's business strategy. The aim of communication for strategic advantage should be to align attitudes, share knowledge, and manage information.

Practitioners may very well acknowledge this point, but among academics, it is all too often overlooked. Academic treatments of corporate strategy often omit any reference to communication as a vital organizational function. There is an implicit assumption that communication is simply a rational process of sender and receiver, and it barely receives mention. Yet communication is the fundamental means by which strategy is enacted. Quirke's book addresses this inescapable connection. He specifically positions the link between communication and strategy upon three factors: