理解内部社会媒体和参与式沟通:探索公共部门组织变革过程中的员工视角

IF 3.1 Q1 COMMUNICATION
V. Madsen
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引用次数: 2

摘要

本文探讨了公共部门组织(PSO)的员工如何理解社交内部网的引入和新的员工沟通角色。目的是了解员工的感知以及感知如何影响组织内的变革过程。设计/方法/方法本文基于丹麦一家拥有30,000名员工的PSO的案例研究。实证材料包括战略文件、在线观察和在引入新的社交内部网之前、期间和之后与员工进行的七个焦点小组。调查结果员工们发现很难理解使用社交内部网的目的。以管理方式进行变革沟通很容易导致员工的挫折感和担忧被视为抵制变革的迹象。从沟通的角度来看,研究结果显示员工参与了七种不同的意义制造行为。研究局限/启示不能简单地把变革理解为员工支持或反对的事情。相反,变革过程应该被视为一组沟通过程或发生在员工之间的相互作用中的意义制定,这些员工可以支持、反对或中立地对待变革。实践启示:管理者和沟通专业人员可以与七个意义制定互动,并提出了一些尝试性的建议。原创性/价值本文探讨了PSO中变化过程中的员工视角,并确定了七个员工意义制定,强调变化发生在沟通过程中。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Making sense of internal social media and participatory communication: exploring the employee perspective in a change process in a public sector organization
PurposeThis article explores how employees in a public sector organization (PSO) make sense of the introduction of a social intranet and new employee communication roles. The aim is to understand employee sensemaking and how sensemaking influences the change process within the organization.Design/methodology/approachThe article is based on a case study in a Danish PSO with 30,000 employees. The empirical material includes strategic documents, online observations and seven focus groups with employees conducted before, during and after the introduction of a new social intranet.FindingsThe employees found that making sense of the purpose with the social intranet is difficult. A managerial approach to change communication could easily result in employees' frustrations and concerns being dismissed as signs of resistance to change. From a communication perspective, the findings reveal that the employees engaged in seven different sensemaking enactments.Research limitations/implicationsChange cannot be understood simply as something that employees are for or against. Instead, a change process should be perceived as a set of communication processes or sensemaking enactments happening in interactions between employees that can act in favor of, against or neutrally toward change.Practical implicationsManagers and communication professionals can interact with the seven sensemaking enactments, and some tentative initiatives are suggested in the article.Originality/valueThe article explores the employee perspective in a change process in a PSO and identifies seven employee sensemaking enactments highlighting that change happens in communication processes.
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来源期刊
CiteScore
5.40
自引率
6.50%
发文量
29
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