Engaging Employees via Digital Technologies: An Integrative Model of Change Management and Communication via Internal Social Media

TY - CHAP

T1 - Engaging Employees via Digital Technologies

T2 - An Integrative Model of Change Management and Communication via Internal Social Media

AU - Andersen, Mona Agerholm

AU - Valentini, Chiara

PY - 2022

Y1 - 2022

N2 - Internal social media (ISM) has increasingly gained relevance as a networking platform on which employees can share content and actively engage in conversations across functions, regions and hierarchical levels. Many employees have been working from home, especially during the COVID-19 pandemic, using a variety of ISM platforms—a trend that could continue to increase. While the COVID-19 pandemic is only one example of how organisations must continuously change to adapt to a new context, research shows that it is difficult for management to implement changes successfully among employees, and most change initiatives fail. ISM provides a dynamic and interactive communication arena in which employees can participate in sharing ideas and opinions related to their daily work. However, theoretical efforts to explain the use of ISM in a change situation from an employee perspective are currently limited. This chapter aims to propose a theoretical framework—co-creating organisational change in ISM—that explains factors influencing participative and dialogic change communications between managers and employees using ISM.

AB - Internal social media (ISM) has increasingly gained relevance as a networking platform on which employees can share content and actively engage in conversations across functions, regions and hierarchical levels. Many employees have been working from home, especially during the COVID-19 pandemic, using a variety of ISM platforms—a trend that could continue to increase. While the COVID-19 pandemic is only one example of how organisations must continuously change to adapt to a new context, research shows that it is difficult for management to implement changes successfully among employees, and most change initiatives fail. ISM provides a dynamic and interactive communication arena in which employees can participate in sharing ideas and opinions related to their daily work. However, theoretical efforts to explain the use of ISM in a change situation from an employee perspective are currently limited. This chapter aims to propose a theoretical framework—co-creating organisational change in ISM—that explains factors influencing participative and dialogic change communications between managers and employees using ISM.

KW - Internal social media

KW - Change communication

KW - Employee participation

KW - Organisational culture

KW - Leadership style

KW - Public relations

M3 - Book chapter

SN - 9781032012339

SP - 57

EP - 72

BT - Social Media for Progressive Public Relations

A2 - Niininen, Outi

PB - Routledge

CY - London

ER -