Communication as a Strategic Tool in Change Processes

Abstract

The aim of the study was to develop, test, and partly validate a set of organizational communication factors for use in an organizational-change setting. Based on literature reviews and pilot interviews, a survey study was conducted using three samples. First, the testing involved construct validation through exploratory and confirmatory factor analyses. Second, the sample was divided into three groups: employees who experienced change, those who had recently had finished a change process, and those who had not experienced any change processes. The communication factors were then examined as predictors of employee assessment of communication in these three groups, respectively. The results of the study indicated eight robust dimensions included in five categories: social contact, central leadership, information, influence, and barriers to improvement. The results of the factor analyses indicated satisfactory reliability and construct validity of the communication factors, and the confirmatory factor analysis revealed a satisfactory model fit.

Top managers in the digital age: Exploring the role and practices of top managers in firms' digital transformation

“…Because digital transformation means massive changes for firms and their employees, many interviewees stressed the urgent need for open and transparent communication. According to prior research, regular credible communication in both words and deeds is essential in change processes, as it eases employees' perceptions of change, reduces resistance, and fosters their commitment (Christensen, 2014; Kotter, 1995; Schulz‐Knappe, Koch, & Beckert, 2019). Besides, our analysis shows that top managers try to arouse interest in digitalization topics among the workforce and to encourage their active participation.…”

Strateginen viestintä ja organisaation tavoitteet: Mihin viestinnällä pyritään?

“…Tässä organisaation strategiaan peilaavalla viestinnän suunnittelulla on keskeinen rooli; viestintä nähdään usein johdon työkaluna (mm. Åberg 2000;Bigler 2004;Christensen 2014), ja viestinnän tavoitteet ja strategia johdetaan suoraan organisaation strategiasta (Volk ym. 2017).…”

Organizational Culture and the Integrated Chronic Diseases Management Model Implementation Fidelity in South Africa

“…Items to assess prior to starting a new initiative could include whether the organizational culture is conducive to support successful implementation and if there is necessary initiative and participation of staff members [10]. A culture that is resistant to change could slow down the process and increase the costs of implementing a new intervention [16]. Whereas a culture that is receptive to new interventions usually has communications processes that promote openness to change and minimizes other competing demands [5,16].…”

“…A culture that is resistant to change could slow down the process and increase the costs of implementing a new intervention [16]. Whereas a culture that is receptive to new interventions usually has communications processes that promote openness to change and minimizes other competing demands [5,16]. A positive culture is one of the contextual factors that accelerates organizational learning and improves the adoption of evidence-based practices [17].…”