Reading Input 6: Organisational communication strategy

Table of Contents
1. What is organizational communication? ....................................................................1
1.1 Basic understanding of organizational communication .................................................. 2
1.2 Internal and external communication ........................................................................... 3
1.3 Organizational communication professionals ................................................................ 4
1.4 Purposes of organizational communication .................................................................. 5
1.5 Levels of organizational communication ....................................................................... 5
1.6 Networks of organizational communication .................................................................. 5
1.7 Direction of organizational communication .................................................................. 6
1.8 Importance of organizational communication ............................................................... 7
2. Strategic planning of organisational communication .................................................7
2.1 Organisational communication campaigns .................................................................... 7
2.2 Organisational communication strategic plans .............................................................. 8
2.2.1 The problem and the solution..........................................................................................................8
2.2.2 RACE Model ......................................................................................................................................8
2.2.3 A typical Organisational Communication Strategic Plan .................................................................8

Further Reading ..............................................................................................................14

1. What is organizational communication?

Contemporary organizations come in many shapes and sizes. Typical corporate examples include
companies, sole traders, partnerships and franchises. Typical public examples include governments
and government departments, political parties, trade unions, sports clubs, associations and NGOs.
Organizational communication is communication between and among individuals and groups or
teams within any of these types of organization. It constitutes the exchange and interaction of
informal and formal messages within networks of interdependent relationships within an
organization.
Scholars of organizational communication view it as either strategic (i.e., planned and therefore
mostly manageable) or emergent (i.e., unintentional or unplanned and therefore mostly
unmanageable). To gain a practical understanding of how organizational communication can
contribute to an employee’s success at work and to the overall organisational mission, it should be
viewed from an intentional and strategic point of view in which organizational communication can
be planned for the purpose of benefitting the organization, its members and the wider community
and society.

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Organizational communication is sometimes associated with corporate communication and public
relations, in which the organization manages relationships with its key stakeholders through
‘strategic communication’. However, organizational communication is mostly practiced and
researched as internal communication within organisations, whereas corporate communication and
public relations are typically practiced and researched as mostly external communication in which
organizations communicate strategically with local and global audiences.
Welch and Jackson (2007) defined internal communication as:
the strategic management of interactions and relationships between stakeholders within
organisations across a number of interrelated dimensions, including internal line manager
communication, internal team peer communication, internal project peer communication
and internal corporate communication. (p. 193)
This definition is helpful for a number of reasons. First, it shows how internal communication is
considered a strategic function involving the management of communication. Strategic
communication is defined as "the purposeful use of communication by an organization to fulfill its
mission" and "implies that people will be engaged in deliberate communication practice on behalf of
organizations, causes, and social movements" (Hallahan et al., 2007, pp. 3, 4). Second, the definition
points to communication occurring between stakeholders within organisations. This stakeholder
perspective is important because it does not restrict organisational members to just employees, but
extends the idea that internal communication also can include business clients of a B2B (business-to-
business) company, a government contractor as an organizational client, individuals and businesses
that are members of a club or association (such as a chamber of commerce), members of a trade
union, and franchisees as clients of a master franchise business. Third, this definition points out a
range of interactions and relationships focused around teams, projects, business clients, and
organisational functions, units or departments (e.g., research and development, sales, finance, and
distribution).
Internal communication also has been defined as the planned use of communication actions to
systematically influence the knowledge, attitudes and behaviours of current employees (Tench &
Yeomans, 2006). Other types of internal communication are studied and practiced as internal
relations, employee communication, employee engagement, management communication,
leadership communication and change communication. As internal communication, organizational
communication involves sharing information, building understanding, and creating excitement and
commitment among members of the organization, such as employees, partners, clients, investors,
freelancers and supporters.

1.1 Basic understanding of organizational communication

One of the original theories contributing to our understanding of organizational communication
originated with the Shannon-Weaver Model of Communication (1949). Originally conceived as a
mathematical concept, the model has been adapted over the years to explain how the
communication of a message progresses is a linear fashion from a source to a receiver. As shown in
Figure 1 (below), the information Source [S] encodes a Message [M] and then delivers it through a
selected Channel [C] to a designated Receiver [R] who decodes it. In this model the source and
receiver are two separate people, the message is what the source wants to communicate, and the
channel is the tool or vehicle (e.g., an email, text, news story or oral presentation) that carries the
message to the receiver. Thus, we see communication occurring at separate stages between a
source and receiver of messages and the cognitive process taking place in the mind of the source
(e.g., who intentionally encodes or formulates the message according to his or her cultural, social
and political understanding of the world) and the mind of the receiver (e.g., who interprets the
message based on his or her cultural, social and political understanding of the world).

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This model helps to highlight how a message may be framed intentionally by the original source and
yet received and interpreted differently by the receiver. It also points to the importance of how we
frame the message, choose the right channel, understand our own limitations as a source of
messages, and seek to understand how the receiver may interpret our messages. Later adaptations
of this model added a feedback loop to show how the receiver may offer feedback to the source as a
response to the received message. This model does not address other contextual factors such as
timing and time restrictions of the communication process, resources needed for effective
communication, and environmental ‘noise’ (e.g., language and competition for attention from other
sources) which can distort and thus interfere with the originally formulated message.

Figure 1: Shannon-Weaver Model (1949) of Communication

In the context of organizational communication, the source is any organizational member or

communication professional working for the organization and receivers can be any individual or
group within the organization. Other terms for receiver include publics, stakeholders and audiences.

1.2 Internal and external communication

Internal communication typically takes place through an organisation’s intranet, emails (to
organizational members), meetings, social media (e.g., restricted to organizational groups),
newsletters, noticeboards and text messages. External communication typically occurs more publicly
through the news media, social media, advertisements, events, emails (to mass audiences),
billboards and so on. However, some of these communication channels merge into both internal and
external communication (e.g., websites, social media, events and printed material accessible to
everyone) and thus are not exclusive to one or the other. See Figure 2 below.

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 Figure 2: Internal and external communication channels

1.3 Organizational communication professionals

Organizational communication can be undertaken and organized by anyone. However, the people
who are typically appointed with the responsibility of planning, initiating and evaluating strategic
organizational communication are considered as communication professionals who have gained
communication competencies from academic and industry programs and experiences. These
competencies include oral and written communication skills, general social skills (e.g., the ability to
listen, negotiate, and collaborate well in teams) and organizational skills (e.g., the ability to manage
projects).
According to Shockley-Zalabak (2015), organisational excellence can be achieved through four types
of communication competencies. These communication competencies are composed of knowledge,
sensitivity, skills and values. To be extremely effective, today’s organisations depend on
organizational members who can speak, write, listen and persuade well.
1. Knowledge competency: The ability to understand the organizational communication
environment.
2. Sensitivity competency: The ability to accurately sense vital meanings and feelings emerging
within the organization.
3. Skills competency: The ability to analyze organizational situations quickly and accurately and
to comprehend and express organisational messages effectively.
4. Values competency: The willingness and ability to take responsibility for effective
communication, thus contributing to organisational excellence.

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Examples of what organizational communication practitioners typically do are:
Celebrate staff successes (by sharing these successes as stories through the use of photos,
videos, diagrams and texts)
Recruit staff bloggers to share positive customer experiences via videos and texts
Assist the CEO or Chairman with speeches
Facilitate formal communication forums where everyone can share their grievances
transparently with management
Gain employee support for a new corporate mission statement or logo
Develop and execute a campaign to inspire employees to love working for their employer.

1.4 Purposes of organizational communication

According to Fitzpatrick and Valskov (2014), there are four main purposes of internal
communication:
1. Retain competent people in the organisation
2. Help them to work harder and better
3. Help them to communicate positive messages about the organisation
4. Support major and ongoing change in the organization.

1.5 Levels of organizational communication

Organizational communication occurs on mainly three levels:
1. Interpersonal or face-to-face (F-T-F) communication: develop the speaking, writing and
presentation skills of leaders, managers and supervisors.
2. Group-level communication: in teams, units and employee resource or interest groups
(ERGs); focus on information sharing, issue discussion, task coordination, problem solving
and consensus building.
3. Organizational-level communication: vision and mission, policies, new initiatives and
organizational knowledge and performance.
Strategic interpersonal and group communication involves mostly organic, natural, conversational,
2-way communication in which individuals and small groups, as a source of communication, convey
messages via small-audience channels (e.g. FTF, emails, texts and meetings) to receivers (e.g.
individuals and groups). Strategic organization-level communication is mostly planned, purposive,
connected to the organization’s overall mission and strategy, and uni-directional in which
organisations, as a source of communication, convey messages via large-audience channels (e.g.
social media, the intranet, newsletters, emails, website and events) to receivers (e.g. the
organisation’s employees, management, shareholders and investors).

1.6 Networks of organizational communication

Social networks within organisations are a valuable resource through which communication can
spread effectively and in a timely manner. These can be segmented according to formal and informal
networks.

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In a formal communication network, messages travel through official pathways (e.g., newsletters,
memos and policy statements) that reflect the organization’s management hierarchy. In an informal
communication network, messages travel along unofficial paths (e.g., the grapevine) in often fast,
multidirectional and uncontrollable ways. Examples include rumours, opinions, aspirations and
expressions of emotions. Research has shown that employees believe informal communication
networks are more authentic than formal communication networks. Employees and other
organizational members use both networks.

1.7 Direction of organizational communication

Organizational communication can also be categorized according to the direction of communication
(see Figure 3 below).
1. Vertical communication flows down the hierarchy of an organization or upward from lower
to higher levels in the chain of command.
2. Horizontal communication flows among people of approximately the same level of hierarchy
but with no apparent hierarchical relationship (eg 3 supervisors from very different functions
communicate with each other).
3. Diagonal or omni-directional communication occurs among employees at multiple different
levels and in quite different functions (eg a quality control supervisor, accountant and
systems analyst communicate with each other).

Figure 3: Direction of organizational communication

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 1.8 Importance of organizational communication
Communication is one of the most dominant and important activities in organizations. Relationships
grow out of communication. Organizations depend on effective relationships among individuals and
groups or teams to survive. Communication helps them build relationships to coordinate activities to
achieve the overall goals of the organization.
Communication is vital in decision-making, problem-solving and change-management processes. It
provides employees with important information about their jobs, the organization, the environment
and each other. It is the basis for individuals and groups to make sense of their organization, such as
what the organization is, does and what it means to its stakeholders.
Organizational Communication affects reputation
People’s opinions about an organization influence the reputation of that organization. Employees’
and management’s communication about their organization within and beyond the organization
influences that reputation, positively and negatively, especially if the communication is from a lot of
people or a small group of opinion leaders (i.e. influencers).

Organisational reputation is important because it impacts the corporate bottom line, including sales,
profit, investment, employment, collaboration and partnerships. It affects job candidates’
motivation to join the organization, employees’ motivation to work and to engage with the mission
of the organization, customers’ willingness to attend sales events, and investors’ motivation to sell
or buy stock. Today, communication is not just designed to shape an organisation’s financial bottom
line, it can also impact the triple bottom line: financial, social and environmental outcomes.
Contemporary organisations increasingly are treated as ‘citizens’ within society (i.e. corporate
citizenship), which means they are expected to contribute to the community and to society in
holistic ways.

2. Strategic planning of organisational communication

Organisational Communication can be both proactive and reactive. Examples of reactive

communication include responding to employee complaints in meetings, on social media and in
emails. An example of proactive internal communication includes planning and executing a
campaign to gain employee support for a corporate merger. Sometimes proactive and reactive
communication is combined, such as when communication practitioners begin to implement a
change communication strategy while adjusting the strategy to adapt to rising employee resistance.
While it is difficult to plan reactive communication, proactive communication can and should be
planned.

2.1 Organisational communication campaigns

The idea of campaigns originated as a series of military operations that were intended to achieve a
goal, confined to a particular area, or involved a specified type of fighting. Like the military,
organisations operate communication, advertising and marketing ‘campaigns’ for a specific purpose
and within a specific time period, using strategies to influence the knowledge, attitudes and
behaviour of stakeholders. Organisational communication campaigns are designed as purposive
attempts to inform target stakeholders or to persuade changes in their attitudes and behaviours.

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 2.2 Organisational communication strategic plans
Plans are formulated to make organisational communication more effective. Most Organisational
Communication Plans are built around a communication campaign with goals and objectives linked
to changing the attitudes or behaviors of a target stakeholder group within a specific time period.
2.2.1 The problem and the solution
An Organisational Communication Strategic Plan should be separated into two main sections:
1. The Problem: Describe the main overall problem that needs to be solved by the
organisation. This often includes identifying what the problem is from the key stakeholders’
point of view.
2. The Solution: The solution to this problem requires a mixture of both research and creative
ideas built around one main communication strategy.

2.2.2 RACE Model

An Organisational Communication Strategic Plan should follow the four steps in the RACE Model in
this order:
The Problem:
1. Research: Begin by researching and analysing the problem (e.g., through a situation analysis
or SWOT analysis). This helps to better understand the problem and provide contextual
background information on which to build the overall plan.
The Solution:
2. Action Plan: Develop the overall Communication Strategic Plan based on findings from the
research.
3. Communication: Then you are ready to execute or implement the plan.
4. Evaluation: During and after the execution, measure the plan’s effectiveness so that the
communication plan is accountable to management and serves as a learning opportunity to
improve future communication plans.

2.2.3 A typical Organisational Communication Strategic Plan

Each of these two sections then comprise the following 10 steps that make up a typical
Organisational Communication Strategic Plan (adapted from Cornelissen, 2020 and Gregory, 2015):
The Problem:
1. Background
2. Target Stakeholder
The Solution:
3. Communication Strategy
4. Communication Goals & Objectives
5. Key Message/s
6. Communication Tools
7. Tactics
8. Timeline

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 9. Budget/Resources
10. Evaluation (Measurement)
Not all of these steps need to be followed strictly in this order, as long as you at least begin with the
two steps in ‘The Problem’.

1. Background
Identify a major organizational problem that needs urgent attention. Here are some examples of
problems that organisations need to solve through an Organisational Communication Strategic Plan:
• A multinational corporation needs to hire more engineers, but there aren’t enough
engineers in the country where the corporation is based.
• The university needs to attract lots more students so that it can meet next year’s budget.
• A local City Council has recently discovered evidence that staff feel they are not valued by
management because they never see management and management rarely communicate
with them.
Once the problem is identified, provide contextual background information surrounding the problem
facing the organization. This background information establishes the foundation for a
communication campaign and gives the reason for the Organisational Communication Strategic Plan.
To do this, conduct research through situation analysis or a SWOT (Strengths, Weaknesses,
Opportunities and Threats) analysis.

2. Target Stakeholders
Identify and analyse the main stakeholder group linked to the problem. Stakeholders are audiences
that depend on the organization and its success, such as employees, investors, clients and service
providers. They are groups or individuals affected by or who affect the achievement of the
organisation’s purpose and objectives. For example, typical stakeholders of a university include
students, families of students, administrative employees and their families, academic employees and
their families, and the local community.
They can be identified as:
• Primary—directly-affected stakeholders (i.e., the stakeholders whose knowledge, attitudes
or behaviours need to change)
• Secondary—indirectly-affected stakeholders who can nevertheless influence primary
stakeholders (e.g., teachers and parents influence university students; management
influence employees).
Questions to address include:
• How can the organization help them (and vice versa) through communication?
• How can the organization best communicate with them to solve the organisation’s problem?
The following three steps help in this process:
I. Identify the stakeholder group (according to their interests and stake in the organisation).
II. Analyse them (e.g. their interests, the information they need, the social issues important to
them, and the organisation’s responsibilities to them). This analysis helps the organisation to
then provide the information they need (e.g. through communication).

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 III. Develop a communication strategy to address the stakeholder group’s needs, interests and
issues. This third step becomes part of 3. Communication Strategy (see below).

3. Communication Strategy
The communication strategy is the overall communication solution to the problem identified in the
first step above. It should be directly influenced by and contribute to the corporate strategy set by
management. A communication strategy should address what the organisation should do and say to:
• Raise awareness or knowledge
• Change behaviours
• Change attitudes
The AIDA model (see Figure 4 below) can help inspire a communication strategy:
• Grab Attention: This is a necessary first step in the communication process.
• Generate Interest: Then design your communication to attract their interest.
• Create Desire: Once interested, create a desire in them to engage more deeply in your
communication.
• Take Action: A call to act may not be your aim, but if it is, it's easier to motivate stakeholder
action if they have followed the first three steps.

Figure 4: The AIDA model

An effective communication strategy should ideally:

• Create conversation (awareness and interest)
• Stir emotion (desire) and bring about change (action).
• Bring people together over common causes or interests.

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 4. Communication Goals & Objectives (The Solution)
Goals and objectives bring direction to a communication strategy and bring all its moving pieces into
aligment. Goals set out overall changes you wish to make or cause. Objectives are short-term,
precise and measurable steps to reach your goals. For example, if your goal is to increase employee
support for a new recruitment campaign over the next three months, your objectives might be to:
• Get 75% of employees to attend a recruitment information event in the first month
• Produce and distribute an employee newsletter in the second month.
As another example, if your goal is to gain student support for a new university building to be built
within the next 12 months, your objectives might be to:
• Gain two-thirds attendance of venue capacity at an information event about the new
building.
• Gain 80% positive reactions to the universities’ Facebook posts about new building.
Remember, objectives must be measurable.

5. Key Message
A key message is your overall clear and concise message to this target stakeholder group. What do
you want to communicate (in brief / in a nutshell) to them to achieve your goals? If your strategy is
to change attitudes and/or behaviours, include a Call to Action (CTA) in your message. A slogan is an
example of a key message. A key message is a simple, attention-grabbing and memorable distillation
or breakdown of an idea to trigger a response in your stakeholder group. It should answer YSTC
(Why should they care?) and WIIFT (What’s in it for them?).
Your key message should be communicated throughout your campaign in all your chosen
communication tools (see 6. Communication Tools/Channels & Tactics below) targeted at your
stakeholder group. To be heard and acted on, messages need to be repeated in all your different
channels (and sometimes at different times). If a message embedded with facts and logic won’t get
attention and engagement, use emotional appeal, such as through storytelling.
The ideas of the ancient Greek philosopher Aristotle about ethos, logos and pathos (known as
rhetorical appeals) can be put into use when crafting messages:
• ethos relates to the character, credibility and trustworthiness of the communicator of the
message, which is often the CEO or someone else in management, or a third-party
communicator such as an influencer
• logos relates to the logic and reasoning in the message
• pathos relates to the emotional dimension of the message.
Key messages can be divided into 4 types of messages that should adopt one or more of these
rhetorical appeals:
I. Informational messages focus on clearly explaining and describing a program, product, cause
or idea (mostly using facts, which means applying logos)
II. Promotional messages aim to sell an idea, concept, service or product (making use of all
three rhetorical appeals: ethos, logos and pathos)

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 III. Relational messages aim to build or maintain a relationship with stakeholders (mostly using
emotion and the character, credibility and trustworthiness of the communicator, which
means applying pathos and ethos)
IV. Transformational messages aim to inspire and challenge stakeholders (mostly using
emotion, which means applying pathos).
Note that although all rhetorical appeals can be used in each type of message (Deighton, 1985),
there is an advantage in adopting one main appeal over others in some of these message types.

6. Communication Tools (Channels)

Examples of communication tools or channels include:
• FTF (face-to-face) group meetings
• Print media (newsletters, brochures, posters)
• Social media
• Digital media (website, emails, e-newsletters)
• Mobile media (smartphone apps, texts)
• Billboards and noticeboards
How should you choose the tools that best suit your strategy? Your choice depends on your
resources (e.g., budget and number and expertise of your communication employees), your target
stakeholder preferences (e.g., what do female international university students read, watch, and
listen to when looking for information, news and entertainment?), and your ability to measure your
communication success through these tools/channels (you can measure communication
effectiveness better through some tools more than others).

7. Tactics
Tactics are one or a few carefully planned actions or steps to reach your goals and objectives.
Examples include:
• Build a large object to attract attention to your key message and achieve your goals and
objectives.
• Run a competition to attract attention to your key message and achieve your goals and
objectives.
• Collaborate on an activity with your stakeholder group to engage them in your campaign.
The following are six types of tactics to choose from:
I. Push: Provide your key message and other information directly to stakeholders, whether
they want it or not, through channels designed to interrupt stakeholders’ attention, such as
emails, text messages and noticeboards. Push tactics are sometimes referred to as
‘interruption communication’ (i.e. communication that interrupts stakeholders’ attention
because it is more focused on the organisation’s needs than the stakeholder’s needs, and
thus it is purely one-way communication rather than two-way).

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 II. Pull: Lead or nudge stakeholders towards engaging with your communication, such as
through social media posts, newsletters and websites. Pull tactics are two-way
communication and may be referred to as ‘invitational communication’ (i.e.
communication that motivates stakeholders to want to read, watch or listen to information
that is relevant and helpful to their lives by asking them to click on a link or like a post) and
‘permission communication’ (i.e. stakeholders have signed up or given their permission for
this type of communication, such as emails, text messages and e-newsletters).
III. Talk: Lead a dialogue with stakeholders about issues important to them, such as through
an event or a forum (offline and online).
IV. Community: Engage with stakeholders to achieve your goals by building a sense of
community or belonging with them, such as through group meetings and apps. Community
tactics are suited to seeking collaboration with stakeholders.
V. Engage: Engage with stakeholders to achieve your goals by inspiring them emotionally (i.e.
excite them), such as through video storytelling techniques.
VI. Intelligence: Create opportunities and spaces for stakeholders to be heard by management
and for management to respond. This is a tactic design to listen to stakeholders so that you
can collect information about their needs and subsequently fulfill those needs.
Timing: Of course, timing is critical. When choosing your tactics, consider the timing of your program
or campaign to determine if you could piggy-back or link to a wellknown event or special day or even
avoid linking your program or campaign to an upcoming event or special day. For example, many
successful programs or campaigns have been deliberately tied to a national holiday (such as
Christmas or Easter) and a specially-designated day in the year dedicated to a cause or issue, such as
International Women's Day. Your stakeholders may be more receptive to your message at certain
time periods than others. However, the timing also may be determined by internal factors such as
new leadership or an immediate need to boost sales and awareness.

8. Timeline
Prepare a strategic timeline for your communication plan that includes when you will launch your
plan and when you will wrap up your plan. Allocate time for each step in the Organisational
Communication Strategic Plan, from when you will conduct research for the Background and Target
Stakeholder, to when you will build, execute and evaluate your solutional steps (e.g.,
Communication Strategy, Key Messages and Tactics). Develop tactics that spread across this
timeframe. Include in your schedule when you are going to evaluate/measure whether parts of your
plan are working or not.
For planning purposes, the most effective timelines are those that are visual, such as a GANTT chart.
This helps you and your team see the bigger perspective of when each step needs to be taken and to
hold team members accountable to the steps they are responsible for. These visual charts can be
built from online software and shared with colleagues.

9. Budget/Resources
All Organisational Communication Strategic Plans must include a list of resources, such as financial
(budget), material (e.g. software, equipment) and staffing, which sets the boundaries or parameters
within which you must achieve your goals.

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 10. Evaluation (Measurement)
There are two main reasons why evaluation of your Organisational Communication Strategic Plan is
important. First, the results of your evaluation will help you to improve your communication in the
future (i.e. you will learn something from this process). Second, management will want to know if
their investment of money, time and people in the Plan was successful. Thus, Organisational
Communication Strategic Plans must prepare ahead of time how you will measure the overall
success of the plan as well as the many multiple steps and activities along the way. This will be much
easier to do if your Objectives are measurable.
Evaluation can involve two phases:
1. Research during communication (to measure your communication effectiveness so that you
can adjust your communication along the way).
2. Research after communication (to measure your communication effectiveness for future
application).
Here are examples of some basic ways to measure the effectiveness of your key message (i.e. was
your message understood?):
• Questionnaire distributed at event
• Content analysis of social media posts
• Content analysis of online chats
Here are examples of some basic ways to measure effectiveness of communication:
• Events: evaluate attendance numbers, types of questions stakeholders asked, comments
made, questionnaire responses.
• Social media posts: clarity of organization’s message, stakeholders followed links to a
website, and stakeholders liked, shared and retweeted content.
• Reports: quantity downloaded and distributed.

Further Reading
Berger, B. (2008). Employee/Organizational Communications. Institute for Public Relations.
http://www.instituteforpr.org/employee-organizational-communications/
Cornelissen, J. (2020). Corporate Communication: A Guide to Theory & Practice. SAGE Publications
Ltd.
Dunstan, A. & Osborne, I. (2017). The People Business: How Ten Leaders Drive Engagement Through
Internal Communications. Kogan Page.
FitzPatrick, L. & Valskov, K. (2014). Internal Communications: A Manual for Practitioners. Kogan
Page.
Gillis, T. (2011). The IABC Handbook of Organizational Communication. International Association of
Business Communicators, ebrary, Inc. 2nd Edition.
Gregory, A., (2015). Planning and Managing Public Relations Campaigns. 4th edition. London: Kogan
Page.
Hallahan, K., Holtzhausen, D., van Ruler, B., Verčič, D., & Sriramesh, K. (2007). Defining strategic
communication. International Journal of Strategic Communication, 1(1), 3–35.

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Shockley-Zalabak, P.S. (2015). Fundamentals of Organizational Communication. Pearson.
Tench, R. & Yeomans, L. (2006). Exploring Public Relations. Financial Times/ Prentice Hall.
Welch, M. & Jackson, P. R. (2007). Rethinking internal communication: a stakeholder approach.
Corporate Communications: An International Journal, 12(2), 177 - 198.

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