Visibility and perceptions of mental health among university students, access to services and university internal communication during the Covid-19 pandemic: Comparing experiences in four universities (France, Spain, Argentina, United States).

This study examines communication and information regarding mental health in four public universities in four countries and compares perceptions about the prevalence and importance of mental health problems and about the visibility of university health services. Therefore, the purpose is to better understand the space granted by the university to this issue, and the role that internal university communication could play in facilitating the renewal of social bonds. (English) [ FROM AUTHOR] Este estudio1 analiza la comunicación y la información respecto de la salud mental en cuatro universidades públicas pertenecientes a cuatro países y compara las percepciones acerca de la prevalencia y la importancia de los problemas de salud mental y sobre la visibilidad de los servicios de salud universitarios. Por consiguiente, el propósito es entender mejor el espacio otorgado por la universidad a esta problemática en sus diferentes territorios y el rol que puede tener la comunicación interna universitaria en esta temática. Finalmente se presenta la comunicación como agente facilitador de la renovación del lazo social pudiendo influenciar en las estrategias de comunicación universitarias. (Spanish) [ FROM AUTHOR] Copyright of Zer: Journal of Communication Studies / Revista de Estudios de Comunicacion / Komunikazio Ikasketen Aldizkaria is the property of Universidad del Pais Vasco and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Is my employee still attracted to me? Understanding the impact of integrated communication and choice of communication channels on employee attraction

Purpose: The study attempts to extend the current scholarship in the field of employer branding. Integrated communication is about consistent communication that is synergistic through multiple communication channels. Employer branding activities that involve multiple internal communication channels aim to attract employees. The study proposes that the perceived impact of effective integrated communication in employer branding shapes employee attitude and hence employee attraction. Employee perception of the choice of communication channels is also proposed to have an impact on employee attraction. Design/methodology/approach: An exploratory qualitative study in the form of interviews and a preliminary survey was conducted in the first phase. The main study involved a questionnaire survey to empirically test the proposed hypotheses. The respondents were information technology-business process management (IT-BPM) employees (n = 520) in India. Findings: The direct and interaction effects of integrated communication and usefulness of communication channels on employee attraction within the organization were empirically validated to suggest a positive impact on employee attraction. Originality/value: The study extends the current body of knowledge on talent attraction to include present employees. Similarly, the study on integrated communication and its impact on employee attraction is an important addition to the literature on employer branding, internal communication and talent management, given the present coronavirus disease 2019 (COVID-19) situation. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

PurposeThis article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.Design/methodology/approachLiterature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.FindingsIn the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.Research limitations/implicationsThis article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases;this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al., 2021).Practical implicationsThis section does not attempt to argue that internal communication and intrapreneurship constitu e two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al., 2021b).Originality/valueIntrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.

Internal communication and employer branding within a humanistic model – a case study of IKEA (Spain, 2019–2021)

PurposeThe study aims to establish that a humanistic model is a necessary context for efficient employer branding (EB) and to identify the characteristic features of a humanistic model in IKEA.Design/methodology/approachThis study included a review of the scientific literature and a narrative case study via semi-structured interviews with top management leaders and middle managers.FindingsThe research demonstrates that the effectiveness of EB depends on the implementation of a humanistic model and that IKEA uses a business paradigm that involves EB through a humanistic management model. In addition, the pandemic has enhanced prosocial management and revealed the need for this model in companies. Through the analysis of the humanistic model used by IKEA, the authors provide an example of how other organizations and business leaders can develop communities and society not based on profit maximization. However, further research is needed to contrast the quantitative information provided by the company itself and by external sources. What is offered in this article is the starting point for future studies on this topic.Originality/valueThis is one of the first studies on EB in the context of a humanistic model and the first to use IKEA as a paradigmatic example.

Examining public organization communication misalignments during COVID-19 through the lens of higher education

COVID-19 is forcing alterations to administrative communication. Higher education institutions transitioning online during the pandemic offers a fertile ground to analyze what happens to organizational communication within administration when the mode is primarily remote. Using a content analysis of emails and participant interviews, this work finds that while administrators intend to communicate empathy, messages fall short of fostering connection with faculty due to failing to cultivate buyin through quality feedback channels. The takeaways of this study of remote communication is that despite its mode, communication must be two way, and the authenticity of organizational communication becomes more important under pressure-filled circumstances. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

An exploratory analysis of internal communication in times of the COVID-19 pandemic

Communication is a key element for the success of any organization. The present study aims to construct and validate a scale of perception of internal communication. It is also intended to assess whether there are differences in internal communication between employees who are teleworking and those who are in-person work in times of the COVID-19 pandemic. The methodology used is quantitative in nature based on a questionnaire survey, with the sample consisting of 837 Portuguese individuals in a work context. The results show that the structure of the scale of perception of internal communication is composed of three factors: organizational information, communication with supervisors, and communication between colleagues. The perception of internal communication in the factor organizational information showed higher levels in workers who are in telecommuting situations. It is hoped that this work will enrich the academy and enable managers to use communication more effectively so that the organizations they manage become more competitive. © 2023 Wiley Periodicals LLC.

Employee engagement and trust relationships during COVID-19 pandemic: the expanded role of internal communication

Internal communication turns into the most valuable aspect of strengthening the relationship between an organization and its employees since it causes employees to become involved in maintaining an organization's sustainability during times of crisis, particularly during the COVID-19 pandemic. By interviewing 10 Human Resource Officers (HROs), this study examines how to engage with employees and enhance trust relationships through expanding the role of internal communication when COVID-19 was at its peak. This study reveals that, as a department with a major responsibility in building relationships with employees during this most recent pandemic, HROs utilized various methods to communicate with employees, including face-to-face and mediated communication. Internal communication built during this pandemic encourages trust and engagement with the employees. HROs expand their internal communication role to strengthen employee engagement and build trust relationships, particularly in mediated communication. This study advances knowledge of the significance of HROs' roles in selecting internal communication strategies to foster employee engagement and trust during these times of crisis. [ABSTRACT FROM AUTHOR] Copyright of Communication & Society is the property of Servicio de Publicaciones de la Universidad de Navarra, S.A. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Effective communication management in a public health crisis: lessons learned about COVID-19 pandemic through the lens of health communication executives

PurposeThe purpose of the study is to provide insights on the COVID-19 pandemic communication from the lessons learned by health communication executives-how they perceived the COVID-19 pandemic and recommend preparing for communication management of future public health crises.Design/methodology/approachA number of top health communication executives in the United States, who worked in the healthcare industry for at least 25 years and held titles like director, president and chief strategist, were interviewed for their unique perspectives on the COVID-19 pandemic. This study used the contingency theory of strategic conflict management for qualitative deductive analysis of the following segmentations of key factors that drove organizational communication management decision making during the pandemic: organization characteristics, relationship characteristics, general external climate, external publics and the issue under question.FindingsHealth communication executives heavily relied on their past health communication experiences, which led to nuanced understandings of the COVID-19 pandemic. Practically, the health communication executives urged future practitioners to constantly assess risks, hire and use diverse and representative decision-makers;set a communication protocol;and keep the communication in perspective. Theoretically, the contingency theory is furthered-there appears to be a theoretical linkage between the construct of general external climate and the construct of the external public.Originality/valueThe unique perspectives of top health communication executives, based in the United States, provided in-depth insights on the COVID-19 pandemic-its nuances, challenges and main influences (e.g. political, racial, etc.). These takeaways and recommendations can be adapted by other organizations and future health communicators in other parts of the world.

Communicating in times of pandemic: use of social networks and the role of communication units in five Andalusian hospitals

Introduction: The COVID-19 pandemic has forced healthcare organizations to readjust their communication strategies to respond to the huge demand for information from professionals, citizens and media. Objectives: To analyze the use that Andalusian hospitals have made of social networks as the main communication channels, as well as the role of the communication units of these hospitals in the management of the pandemic. Methodology: The subject matter and interaction rate of more than 1,500 publications on Facebook and Twitter of five Andalusian hospitals were analyzed, and seven semi-structured interviews were conducted with communication unit referents. Results: All the hospitals analyzed had communication departments staffed by professionals specialized in health communication who have played an active role in the decision-making committees during the pandemic. Facebook and Twitter have been the main dissemination channels. The thematic lines that concentrated most of the publications were: << Acknowledgement and expressions of support >>, << Protocols and measures for adaptation to the pandemic >> and << Prevention and promotion >>. Conclusion: The results show the usefulness of social networks as channels of direct communication between hospitals and society in healthcare crises, the importance of communication as a healthcare management tool, as well as lessons learned to be applied in future healthcare crises.

The impact of the Covid-19 pandemic. The perception of communications executives in companies: The role and challenges of internal communication

The Covid-19 pandemic has tested the role of internal communication (IC) in managing adaptation to change and digitalisation in companies, in the context of a sudden switch to implementing remote working, the reorientation and temporary interruption of activity and mass redundancies. With the aim of analysing the effect of Covid-19 on the assessment of corporate communication managers regarding the business environment and the challenges faced by IC departments in Spain, a statistical analysis compares data collected in 2018 and 2020 (N=118 and N=69 respectively) on the perceptions of members of Dircom (Asociación de Directivos de Comunicación) [Association of Communication Executives]. In addition, a systematic analysis of the 2020 open questions is carried out. The results highlight an improvement in the perception that investment in IC is sufficient during the pandemic, although it remains among the worst rated aspects of the business context. Managing digital and media developments, linking IC with corporate strategy and strengthening the role of communication in decision-making are the greatest perceived challenges, with no changes due to Covid-19. On the other hand, the majority of the respondents believe that Covid-19 is having a positive influence on IC, showing its importance for the proper functioning of the business during the pandemic, with an increase in its actions. More than half of the respondents appreciate that IC has driven business values and changes in the way these departments operate;two-thirds have learned lessons for their business;and almost three-quarters perceive that the incorporation of audiovisual and on-line media will continue.Alternate :La pandemia de COVID-19 ha puesto a prueba el rol de la comunicación interna (CI) en la gestión de la adaptación al cambio y a la digitalización de las empresas, en una situación repentina de implantación del teletrabajo, reorientación e interrupción temporal de la actividad y despidos masivos. Con el objetivo de analizar el efecto de la COVID-19 sobre la evaluación que los gestores de comunicación de las empresas hacen del entorno empresarial y de los desafíos que afrontan los departamentos de CI en España, un análisis estadístico compara los datos recogidos en 2018 y 2020 (N = 118 y 69, respectivamente) sobre las percepciones de los socios de Dircom (Asociación de Directivos de Comunicación). Además, se realiza un análisis sistemático de las preguntas abiertas de 2020. Entre los resultados destaca la percepción que la inversión en CI mejora durante la pandemia, aunque continúa entre los aspectos peor valorados del entorno empresarial. Manejar la evolución digital y de los medios, unir la CI con la estrategia corporativa y fortalecer el rol de la comunicación en la toma de decisiones son los mayores retos percibidos, sin modificaciones por la COVID-19. Por otro lado, la mayoría valora que la COVID-19 influye positivamente sobre la CI, que muestra su importancia para el buen funcionamiento empresarial durante la pandemia con un incremento de sus actuaciones. Más de la mitad de los participantes aprecian que la CI ha impulsado valores empresariales y cambios en el funcionamiento de estos departamentos;dos tercios han extraído enseñanzas para su actividad;y casi tres cuartas partes perciben que la incorporación de medios audiovisuales y en línea perdurará.Alternate :La pandèmia de COVID-19 ha posat a prova el rol de la comunicació interna (CI) en la gestió de l'adaptació al canvi i a la digitalització de les empreses, en una situació sobtada d'implantació del teletreball, reorientació i interrupció temporal de l'activitat i acomiadaments massius. Amb l'objectiu d'analitzar l'efecte de la COVID-19 sobre l'avaluació que els gestors de comunicació de les empreses fan de l'entorn empresarial i dels desafiaments que afronten els departaments de CI a Espanya, una anàlisi estadística compara les dades recollides el 2018 i el 2020 (N = 118 i 69, respectivament) sobre les percepc ons dels socis e Dircom (Associació de Directius de Comunicació). A més, es fa una anàlisi sistemàtica de les preguntes obertes de 2020. Entre els resultats destaca la percepció que la inversió en CI millora durant la pandèmia, si bé continua entre els aspectes pitjor valorats de l'entorn empresarial. Manejar l'evolució digital i dels mitjans, unir la CI amb l'estratègia corporativa i enfortir el rol de la comunicació en la presa de decisions són els principals reptes percebuts, sense modificacions per la COVID-19. D'altra banda, la majoria valora que la COVID-19 influeix positivament sobre la CI, que mostra la seva importància per al bon funcionament empresarial durant la pandèmia amb un increment de les seves actuacions. Més de la meitat dels participants aprecien que la CI ha impulsat valors empresarials i canvis en el funcionament d'aquests departaments;dos terços n'han extret ensenyaments per a la seva activitat;i quasi tres quartes parts perceben que la incorporació de mitjans audiovisuals i en línia perdurarà.

The function of internal communication during the COVID-19 health crisis: Transformation or transubstantiation?

To find out whether the role of internal communication was transformed or transubstantiated as a result of the situation caused by the COVID-19 health crisis, a series of structured interviews with communication managers were held from the most severe period of lockdown (April 2020) until the end of the fifth wave (June 2021), with the aim of examining whether the function of internal communication in organizations had been affected by this health crisis and if so, to what extent. Internal communication as a managerial function underwent adaptation and adjustments, for which organizations had no ad hoc existing manuals or guidelines to follow in stricto sensu, because the nearest precedent comparable to the current situation occurred over a century ago and within a completely different economic context. The pandemic has led to a marked digitization of internal communication channels, the dissemination of contents focused on health, well-being and safety of employees, alignment with the team, transparency, sustainability and diversity, with the express aim of providing emotional support and forging an image of security. It has also become an accelerating factor from a strategic perspective. Furthermore, new gaps have emerged, such as the need for employee self-management, along with managerial challenges posed by ambiguity, privacy, data accuracy and security and worklife balance in the teleworking context. All these concerns imply and require the direct involvement of internal communication to tackle them and find solutions. Yet what has changed is the various ways the internal communication function displays itself, but not the substance of the discipline. Thus, continuity in the strategic management of this function is crucial for its further development as an essential contribution for facing current and upcoming challenges.Alternate :Para saber si el papel de la comunicación interna ha sufrido una transformación o una transubstanciación a raíz de la situación provocada por la crisis sanitaria del COVID-19, se han realizado una serie de entrevistas estructuradas a responsables de comunicación desde el periodo más severo del confinamiento (abril de 2020) hasta el final de la quinta ola (junio de 2021), con el objetivo de examinar si la función de comunicación interna en las organizaciones se vio afectada por esta crisis sanitaria y, de ser así, en qué medida. La comunicación interna como función gerencial ha experimentado adaptaciones y ajustes ante unas situaciones para las cuales las organizaciones no contaban con manuales o directrices ad hoc existentes a seguir en sentido estricto, pues el antecedente más cercano equiparable a la situación actual ocurrió hace más de un siglo y en un contexto económico completamente distinto. La pandemia ha supuesto una marcada digitalización de los canales de comunicación interna, la difusión de contenidos centrados en la salud, el bienestar y la seguridad de los empleados, la alineación con el equipo, la transparencia, la sostenibilidad y la diversidad, con el objetivo expreso de brindar apoyo emocional y forjar una imagen de seguridad. También se ha convertido en un factor acelerador desde una perspectiva estratégica. Además, han surgido nuevas brechas, como la necesidad de autogestión de los empleados, junto con los desafíos gerenciales que plantean la ambigüedad, la privacidad, la precisión y seguridad de los datos y el equilibrio entre la vida laboral y la vida personal en el contexto del teletrabajo. Todas estas inquietudes requieren la implicación directa de la comunicación interna para abordarlas y encontrar soluciones. Sin embargo, lo que ha cambiado son las diversas formas en que se muestra la función de comunicación interna, pero no la sustancia de la disciplina. Por ello, la continuidad en la gestión estratégica de esta función es crucial para su posterior desarrollo como contribución fundamental para afrontar los retos actuales y futuros.Alternate :Per esbrinar si el paper de la comunicació interna ha patit u a transformació o una transsubstanciació com a conseqüència de la situació provocada per la crisi sanitària de la COVID-19, s'han realitzat una sèrie d'entrevistes estructurades amb els responsables de comunicació des del període més sever del confinament (abril de 2020) fins al final de la cinquena onada (juny de 2021), amb l'objectiu d'examinar si la funció de comunicació interna a les organitzacions es va veure afectada per aquesta crisi sanitària i, si és així, fins a quin punt. La comunicació interna com a funció directiva ha experimentat adaptacions i ajustos davant unes situacions per a les quals les organitzacions no tenien manuals o directrius ad hoc existents a seguir stricto sensu, perquè el precedent més proper comparable a la situació actual es va produir fa més d'un segle i en un context econòmic completament diferent. La pandèmia ha comportat una marcada digitalització dels canals de comunicació interna, la difusió de continguts centrats en la salut, el benestar i la seguretat dels empleats, l'alineació amb l'equip, la transparència, la sostenibilitat i la diversitat, amb l'objectiu exprés de donar suport emocional i forjar una imatge de seguretat. També s'ha convertit en un factor accelerador des d'una perspectiva estratègica. A més, han sorgit noves llacunes, com la necessitat d'autogestió dels empleats, juntament amb els reptes de gestió plantejats per l'ambigüitat, la privadesa, la precisió i seguretat de les dades i l'equilibri entre la vida laboral i la vida personal en el context del teletreball. Totes aquestes inquietuds requereixen la implicació directa de la comunicació interna per abordar-les i trobar-hi solucions. Tanmateix, el que ha canviat són les diferents maneres en què es mostra la funció de comunicació interna, però no la substància de la disciplina. Així doncs, la continuïtat en la gestió estratègica d'aquesta funció és fonamental per al seu desenvolupament posterior com a contribució essencial per afrontar els reptes actuals i futurs.

ICT use, internal communication satisfaction, and engagement of working-from-home employees: The moderating role of affiliative tendency

This study examined the effect of information and communication technology (ICT) use on working-from-home employees' internal communication satisfaction and engagement level during the COVID-19 pandemic. The moderating role of individuals' affiliative tendency was also explored. Results of an online survey with a representative sample of U.S. full-time working-from-home employees after the pandemic suggested that formal use of ICT for work—e-mail, video-conferencing, instant messaging, and phone—was positively associated with employees' informational and relational satisfaction, which in turn, enhanced their engagement. Informal use of ICT was also positively related to employees' relational satisfaction and such an effect was particularly salient for employees high in affiliative tendency. Theoretical and practical implications for effective internal communication and ICT use are discussed.

Internal communication, wellbeing and happiness at work in Spanish hospital institutions during the COVID-19 crisis

Communication is a priority element in the management of organisations, especially in times of crisis, as both internally and externally it can facilitate its containment. In the case of COVID-19, given the rapid spread of the pandemic, the impact was global in a very short period of time, so that organisations were forced to adapt to an unprecedented situation. One of the elements that became important in this adaptation process was internal communication, which helped to maintain cohesion between members of the organisation in a period when physical distance and isolation were widespread. Aspects such as managing remote working, loyalty, keeping staff aligned with corporate objectives and the mental health of employees became important issues. In the case of the health sector, whose work has been essential in this period of time, aspects such as communication with employees, effective and decisive leadership, prevention of stress, burnout and compassion fatigue, self-care, people management, promotion of training and knowledge or support in decision-making became particularly important. This work is framed within the area of study of organisational communication aimed at internal audiences, specifically in its relationship with organisational wellbeing and happiness in the field of healthcare institutions. It argues that Spanish hospital institutions strengthened their internal communication during the COVID-19 crisis as a key factor in dealing with the situation, despite the fact that organisational happiness and well-being are aspects that are still underdeveloped in these institutions. Two general objectives are established: to determine the role of internal communication in Spanish hospitals during the pandemic and to describe the policies of well-being and promotion of corporate happiness that have taken place during this time in the organisations studied. The secondary objectives are to identify the internal communication policies that have been developed, to establish the tools and channels used during this period, to study the role that the promotion of the well-being and happiness of the staff plays in the organisations and to describe the policies that have been implemented in this area. Through a document review and a semi-structured questionnaire in which 17 Spanish hospitals, mostly privately owned, participated, this research aims to determine the role of internal communication in these centres during the pandemic, as well as to describe the policies of well-being and promotion of corporate happiness that have taken place during this time in the organisations studied. The results indicate that the hospitals were forced to strengthen their internal communication to maintain control of the situation, implementing tools and encouraging communication with leaders and managers. However, the lack of formal management of staff wellbeing and happiness is evident in most of these institutions, as the organisational charts of these institutions lack specific departments or directorates for this purpose, resulting in scarce financial resources being allocated to these issues. Despite the mental and physical health problems of healthcare workers during the pandemic reported in the literature, the measures developed are still limited and often lack a specific budget. This work shows that there has been progress in the field of internal communication in hospitals in recent times, especially in the wake of the COVID-19 pandemic, but that it is still a field with a lot of potential to be exploited, especially with regard to new technologies and social platforms

Research trends on internal communication in international journals: 2015-2021

Academia and organizations tend to agree on the importance they give to internal communication as a discipline of knowledge and as a strategic issue in organizational management. However, many organizations omit the systematic application of this type of communication and the academy has not produced, to date, a systematic body of knowledge. In order for these situations to be recognized and worked on, research work is necessary to build an integrating theoretical body. What this work proposes is to review the publications on internal communication (IC) to inquire about the recent advance in this knowledge and its applications. To accomplish this, four of the most important academic journals on communication in organizations were reviewed according to the SCImago Journal & Country Rank. They are: Public Relations Review, Management Communication Quarterly, International Journal of Strategic Communication and Journal of Communication Management. The period of analysis was carried out between 2015 and 2021. Bibliometric indicators used were: the number of articles on internal communication published, broken down by journal, year and number, most used words and phrases. The authors were also studied by analyzing the number of signatures per article, who published more on internal communication, as well as the most cited experts. The results in the 125 issues reveal a discreet presence of IC since of 1278 articles published, 126 dealt with the subject, which represented 9.87% of the total. The journal that published the most on IC was Public Relations Review with 38 articles, followed by Management Communication Quarterly with 35. Journal of Communication Management edited 32 articles, leaving International Journal of Strategic Communication as the journal that dealt with the subject the least with 21. All journals made special editions on various topics, but the Journal of Communication Management was the only one that made an extraordinary edition dedicated to IC under the title Internal Communication during the COVID-19 Pandemic published in volume 25, number 3, July 2021. The most productive year for IC was 2021 with 32 articles. Throughout the period, 55 issues were published without articles on IC, 36 with one, 20 with two, nine with three, four with four articles and only one issue with seven, the special edition. Among the most used words are employee (s), social, strategic, engagement, media and crisis. And the most used phrase after "internal communication" is "social media". The most cited author was also the most productive in the period studied: Lijuan Rita Men. Other authors who published multiple times included Cen April Yue, Ana Tkalac Vera& Jeong Nam Kim, and Vibeke Thois Madsen. James Grunig, Ansgar Zerfass, Francois Cooren, Linda L. Putnam, Mary Welch, and W. Timothy Coombs were also frequently cited. In conclusion, and despite the increased interest caused by the pandemic, internal communication is not a priority issue in the reviewed journals. A greater emphasis on normative and instrumental aspects was also detected, with a clear orientation towards the solution of specific organizational problems, that is, a functionalist perspective, centered on management. This article seeks to support both scholars and professionals of internal communication, leaving within their reach, in addition to this review, the challenge of increasing research to generate knowledge in internal organizational communication.

“You don’t meet anybody when walking from the living room to the kitchen”: informal communication during remote work

Purpose>This study aims to analyze the structures, forms and functions of informal communication in telecommuting settings. Previous research on telecommuting has not considered the influence of telecommuting settings on informal communication, and research on informal communication has mainly focused on face-to-face communication while working in a physical office. This article aims to bring these two research strands together by analyzing the informal communication behavior of employees working from home.Design/methodology/approach>The authors conducted qualitative interviews with 21 employees who were working from home. The participants were recruited using quota sampling and the data were analyzed following the procedure for examining qualitative data proposed by Mayring (2014).Findings>The findings reveal similarities as well as differences between those working in an office and those working from home in terms of informal communication with co-workers: Informal communication fulfills similar functions in both cases, but remote work leads to less informal communication and hinders incidental exposure to other employees. Informal talks need to be planned in advance or strategically initiated. The authors identified five informal communication scenarios in telecommuting settings that partly, but not fully, overlap with scenarios in regular office settings.Originality/value>The present study is one of the first to examine informal communication in telecommuting settings. Previous studies have either excluded the aspect of informal communication or the situation for employees working in telecommuting settings. The results provide new insights into informal communication behavior in remote work.

Internal Communication and Brand Consistency: the role of Digital Media and Social Networks at the time of COVID-19

The present still does not allow us to talk about the past, but it already allows us to reflect on some consequences of COVID-19 in society two years after its emergence. Internal communication was initially quite affected by the confinement that forced teleworking (office home) leading companies to a necessary adaptation with new means of communication in the management of internal relations. The option was to resort to digital instruments to carry out internal communication. Adhering to these resources is nothing new in companies, but no situation has ever forced them to rely exclusively on there. Integrated strategic communication has long linked digital media to analogue communication, but never in such a radical way. Using this papper we try to present the reality imposed on companies that, starting with trying to avoid crisis situations, end up finding an opportunity for the development of internal communication through more updated and effective means with the use of digital tools, which we believe can enhance the consistency of the corporate brand. © 2021, Associacao Iberica de Sistemas e Tecnologias de Informacao. All rights reserved.

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Purpose - This article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings. Design/methodology/approach - Literature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling. Findings - In the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship. Research limitations/implications - This article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases;this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galvan-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galvan-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (GalvanCoronil et al., 2021). Practical implications - This section does not attempt to argue that internal communication and intrapreneurship co stitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jimenez-Marin et al., 2021b). Originality/value - Intrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.

THE ROLE OF INTERNAL COMMUNICATION IN TELEWORK MANAGEMENT DURING THE COVID-19 CRISIS

Among the changes brought about by the COVID-19 crisis, many affect the management of organisations. This is the case of the sudden implementation of teleworking policies, which, together with social distancing measures and periods of confinement, became widespread in the worst period of the pandemic. This research studies the role of internal communication in the management of telework during the Covid-19 crisis through document review and expert interviews. The results indicate that internal communication is a very important element for these policies and that during the pandemic its relevance in keeping employees aligned with the interests of the brands has been highlighted. To execute these policies, organisations have developed new channels, enhanced team cohesion and fostered empathy from leaders and the separation of work and personal life. Communication with employees is the cornerstone of these telework policies, which require the implementation of strategies and tools to facilitate the well-being and happiness of remote workforces. This paper also incorporates recommendations for internal communication management in relation to the new organisational needs arising during this period.

COVID-19-related job insecurity and employees’ behavioral outcomes: mediating role of emotional exhaustion and moderating role of symmetrical internal communication

Purpose: This study aims to examine the impact of COVID-19-related job insecurity on two types of employees’ behaviors: family undermining and withdrawal. This study also proposes emotional exhaustion as a mediator and symmetrical internal communication as a moderator in the relationship between COVID-19-related job insecurity and employees’ behaviors. Design/methodology/approach: Using a time-lagged design, data were gathered from 193 employees working in Pakistan’s hospitality sector. Structural equation modeling in AMOS and PROCESS Macro were used to test the hypotheses. Findings: The results show that COVID-19-related job insecurity is positively related to family undermining and withdrawal behaviors, and these associations are mediated by emotional exhaustion. Furthermore, symmetrical internal communication weakens the positive influence of COVID-19-related job insecurity on emotional exhaustion. Additionally, the indirect impact of COVID-19-related job insecurity on employees’ behavioral outcomes via emotional exhaustion is stronger for employees with low symmetrical internal communication than for those with high levels of symmetrical internal communication. Practical implications: Hospitality management needs to focus on transparent and horizontal communication patterns to reduce the ensuing negative behaviors from COVID-19-related job insecurity. Originality/value: To the best of the authors’ knowledge, this is the first study to examine the impact of COVID-19-related job insecurity on two types of employees’ behaviors: family undermining and withdrawal. This study also offers new insights via mediating mechanisms and moderators associated with the relationship between COVID-19-related job insecurity and employees’ behavioral reactions. © 2022, Emerald Publishing Limited.

INTERNAL COMMUNICATION DURING COVID-19 PANDEMIC IN A HIGHER EDUCATION INSTITUTION

During Covid-19 pandemic most activities in higher education institutions have experienced changes, most of them being moving to the online environment even internal communication. This study aims to explore whether internal communication during Covid-19 pandemic has had any effect on communication between university and his audiences/members. This study analyses previous literature about the concept of internal communication and knowledge management and then it approaches the internal communication in a higher education institution in Romania, the University of Bucharest (UB) during Covid-19 pandemic. It explores the possibility the university has had starting with March 2020 to communicate with its audience/members through more informal channels in parallel with the formal channels. Internal communication (IC) is considered one of the most important parts in the functioning of a university. Its impact goes beyond the routines and the collaboration between different departments depends on the employee motivation and engagement. In order to create a friendly, productive, harmonious and respectful work environment an adequate internal communication with a positive impact on the environment is necessary. The image of an institution is created through communication which can improve the interaction. Internal communication during Covid-19 pandemic is an opportunity to analyse this practice from the perspective of multi-cultural and cross-disciplinary, institution performance, personnel commitment and trust in management (Men, L.R., Yue, C. A., 2019) in higher education during health crisis. There is potential for studies on the impact of internal communication on crisis moments and the opportunity for the universities to reinvent and to adapt to the new challenges imposed by the pandemic. © 2021, National Defence University - Carol I Printing House. All rights reserved.