The impacts of employee engagement on strategic communication. Case : Dotmark
Le, Hoang (2021-04-22)
H. Le
22.04.2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:oulu-202105047660
https://urn.fi/URN:NBN:fi:oulu-202105047660
Tiivistelmä
This research aims to uncover how employee engagement affects the facilitation of collective intelligence via internal communication in strategic communication. Its effort is supported by theories of communication as well as engagement to look for the difference in behaviors of organizational actors while being engaged or disengaged by managers. Then, the research observed and analyze the consequences of these actions to determine the relevance between employee engagement and strategic communication.
Qualitative methodology is utilized for this study with the case study being conducted on the personnel of one organization. The interactive relationships between its members are units of analysis while the external environment surrounding the organization is considered the contextual background. Empirical data is collected via semi-structured interviews and project group study with approximately 245 hours of recorded data. The sample size for this research is 10, justified by the cultural consensus model and the interpretative phenomenological approach.
In consideration of the sensemaking/horizontal communicative structure of the case organization as well as the nature of strategic communication, this research chooses to utilize coworkership — a developing concept of employee engagement — as the theoretical lens to analyze the phenomena that occur during the research period. The characteristics that define the concept are openness, collective spirit, and engagement. Therefore, the study will explore the effects generated by the existence or non-existence of these traits. Additionally, communicative factors that belong to leadership, as well as strategy processes, will also be analyzed within the identified internal communication and respectively, strategic communication.
This research provides a glimpse into how managing the dynamics between organizational actors can change the way an organization achieves its overall, long-term goals. Its contribution can be used to further expand the conceptualization of coworkership by providing practical as well as theoretical evidence of a pseudo-coworkership — a paradoxical engagement type characterized by subterfuge and systematic distortion of information. Consequently, the contribution can also benefit managers as it points out possible scenarios that can happen when attempting to establish a communication climate that is diverse from the network that the organization is within. That said, to satisfy the generalizability of the findings from this paper, further observations are suggested.
Qualitative methodology is utilized for this study with the case study being conducted on the personnel of one organization. The interactive relationships between its members are units of analysis while the external environment surrounding the organization is considered the contextual background. Empirical data is collected via semi-structured interviews and project group study with approximately 245 hours of recorded data. The sample size for this research is 10, justified by the cultural consensus model and the interpretative phenomenological approach.
In consideration of the sensemaking/horizontal communicative structure of the case organization as well as the nature of strategic communication, this research chooses to utilize coworkership — a developing concept of employee engagement — as the theoretical lens to analyze the phenomena that occur during the research period. The characteristics that define the concept are openness, collective spirit, and engagement. Therefore, the study will explore the effects generated by the existence or non-existence of these traits. Additionally, communicative factors that belong to leadership, as well as strategy processes, will also be analyzed within the identified internal communication and respectively, strategic communication.
This research provides a glimpse into how managing the dynamics between organizational actors can change the way an organization achieves its overall, long-term goals. Its contribution can be used to further expand the conceptualization of coworkership by providing practical as well as theoretical evidence of a pseudo-coworkership — a paradoxical engagement type characterized by subterfuge and systematic distortion of information. Consequently, the contribution can also benefit managers as it points out possible scenarios that can happen when attempting to establish a communication climate that is diverse from the network that the organization is within. That said, to satisfy the generalizability of the findings from this paper, further observations are suggested.
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