ANNOTATED BIBLIOGRAPHY 1

Annotated Bibliography

The employee perception of using social networks in the internal communication in their

organizations

Saleh Althobaity

November 7, 2010

Queens University of Charlotte

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Annotated Bibliography

David, G. (2011). Internal communication: Essential component of crisis

communication. Journal of Media Research, 2 (10), 72-81.

The author of the article discusses the characteristics of internal communication,

which is a significant aspect of crisis communication. Internal communication

definitely appears important to the enhanced functioning of an organization,

because efficient communication is a function of good management. David

(2011) explores the dimensions of transparency as part of the entire paradigm of

crisis communication. Internal communication systems are associated with

cohesion and coherence to the organizational structures. The researcher also

claims that crises are a crucial moment for preserving individuals’ trust and

loyalty. Internal communication should be characterized by honesty, openness,

flexibility, appropriateness, and completeness. An organization’s members

perceive the importance of possessing an adequate ability to communicate

accurately with their own members.

The usefulness of this source is adequate, because it sheds light upon efficient

mechanisms of internal organizational communication. It appears that internal

communication contributes to finding efficient solutions to problems emerging in

the workplace. The source presents the necessity of taking action in order to

increase the positive image of a company to organizational stakeholders. It is

clear that the use of this source is essential in the development of the final

project, as the emphasis is upon the internal communication structure of a

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particular organization. It can enhance one’s knowledge of certain features of

internal communication that can be transferred in the context of employee

perception of using social networks.

White, C. (2010). Internal communication, information satisfaction, and sense of

community: The effect of personal influence. Journal of Public Relations

Research, 22 (1), 65-84.

This article demonstrates relevant information on employee perceptions of

internal communication and information flow in a university environment. By

exploring employees’ sense of community in the respective organization, the

researcher is concerned with determining the precise level of information

satisfaction. Moreover, White (2010) examines the perception of a relationship

with top administrators and the specific way in which this relationship affects

internal communication. Although the use of e-mail appears to be a preferred

way for information exchange, employees were more likely to engage in face-to-

face and interpersonal interactions. Direct meetings facilitate the process of

building and maintaining internal communication. Likewise, meetings represent

an important form of social network in which individuals relate to one another and

exchange relevant information.

The qualitative method of this source is mainly reflected in the idea that it

contributes to providing adequate feedback on employees’ strengths and the

potential for development within the respective organization. I plan to use this

source as a valuable tool in the process of relating employee perceptions to

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aspects of internal communication in their organization. It is important to focus on

enhancing employee capabilities in the sense of considering their ideas and

suggestions for improvement of various organizational processes. This study will

help me determine internal communication as a strategic aspect for enhanced

business communication at all levels.

Dolphin, R.R. (2005). Internal communications: Today’s strategic imperative. Journal of

Marketing Communications, 11 (3), 171-190.

This article describes the results of an empirical study of major UK firms, as the

researcher is focused on attaining a better understanding of the role of internal

communication for facilitating the relationship between employees and their

organization. Dolphin (2005) mentions that internal communication can be

defined as:

…transactions between individuals and groups at various levels

and in different areas of specialization (Frank and Brownell, 1989)

and these transactions are intended to design (and redesign)

organizations and coordinate day-to-day activities (2005, p. 172).

The author of the article states categorically that internal communication plays a

key role in shaping employee relations, mainly by establishing trust and loyalty,

and providing accurate and reliable information on essential organizational

processes and tasks. One of the most important conclusions demonstrated by

Dolphin (2005) is that internal communication contributes extensively to the

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development of a proper corporate communication strategy. Likewise, the article

presents the idea that internal communication assumes a strategic perspective.

The relevance of the source as it pertains to the final project is quite high; in

particular maintaining flexible and open communication with employees is

associated with an immense strategic value. I can use this source for the

envisioned research because it provides a relevant understanding of the

numerous advantages of internal communication to managers, supervisors, and

employees, and the way it relates to the persistent implementation of social

networks. Communicators demonstrate their important role to provide employees

with proper information in order to participate actively within the organization.

Moynihan, D.P., & Pandey, S.K. (2007). The ties that bind: Social networks, person-

organization value fit, and turnover intention. JPART, 18, 205-227.

The researchers adequately explore the specific perceptions of public and

nonprofit employees regarding the impact of social networks and value

congruence on turnover intention. An important argument illustrated in the article

is that employees exist in both internal and external social networks that

contribute to better integrative mechanisms to the respective organizational

climate and culture. It is argued that employees are more likely to remain in an

organization if they actively participate in intraorganizational social networks

dominated by positive relations at all organizational levels. The researchers

demonstrate their favorable attitude toward internal social networks in

comparison to external networks. Employee perceptions of social networks

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definitely relate to the aspects of a long-term commitment. It appears that

significant social networks include obligations toward coworkers and extensive

coworker support.

The appropriateness of this source reflects in its specific focus on examining the

role of social networks in organizations. Social networks represent a valuable tool

that facilitates individual behaviors and internal communication within

organizations. Therefore, the source is useful in determining various employee

perceptions. Offering a social network perspective to the study of internal

organizational communication obviously suggests a more enhanced

understanding of the way employees behave within the organizational context. I

will show that internal social networks have the potential to retain employees in

the same organization, as this fosters better internal communication.

Cross, R., & Thomas, R. (2011). A smarter way to network. Harvard Business Review,

89 (7-8), 149-153.

The authors of this article discuss the importance of social networks to building

proper internal communication and positive energy pertaining to one’s inner

circle. Important features of such social networks were found to be those of

enthusiasm, authenticity, and generosity. Cross and Thomas (2011) offer quite

reliable approaches to social networking in order to facilitate communication in

the workplace. For instance, the researchers present a warning about taking a

misguided approach to networking. By considering such negative examples,

individuals can obtain a relevant account of what makes an efficient social

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network. Providing personal support is an essential characteristic of effective

social networks. It is important to ensure a strong sense of purpose in order to

validate the specific organizational communication. The authors of the article also

claim that employees who tend to maintain a work/life balance are more likely to

demonstrate successful communication patterns over time.

This source demonstrates thorough information on important ideas about the

benefits of social interactions and their implications for internal communication.

The article is especially valuable in offering four key steps for building better

social networks, such as analyzing, de-layering, diversifying, and capitalizing.

The use of various energizing contacts within social networks can facilitate a

better organizational climate based on mutual respect, loyalty, trust, openness,

and transparency. This source can significantly help the development process of

the final project.

Dortok, A. (2006). A managerial look at the interaction between internal communication

and corporate reputation. Corporate Reputation Review, 8 (4), 322-338.

The author of the article presents evidence of the connection between internal

communication and corporate reputation. Measurement is considered an

essential factor in organizational activities, as both managers and employees

support the belief that commitment extensively contributes to particular business

outcomes. The development of efficient internal communication plans takes

place in order to enhance the dimensions of corporate reputation. The researcher

states that it is urgent for organizations to express their own vision in clear and

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precise terms. Essential elements of the continuous interaction between internal

communication and corporate reputation include commitment, adequate

satisfaction, trust, and awareness. Employees obviously want to acquire

organization-related information in a direct way in order to feel more confident

about their own actions and potential for problem-solving tasks.

This can be achieved through flexible communication, which implies that the

quality of this source is relevant to the purpose of the final project to reveal

employees’ perceptions of using social networks in internal communication in

their organization. It is essential to point out that employees play a key role in

influencing business results. I will use the major argument that organizations with

significant reputation place greater importance on enhancing internal

communications channels. One of the most common tools of internal

communication in this source relates to annual meetings that present a unique

opportunity for sharing corporate strategies and relevant plans.

De Bussy, N.M., Ewing, M.T., & Pitt, L.F. (2003). Stakeholder theory and internal

marketing communications: A framework for analysing the influence of new

media. Journal of Marketing Communications, 9, 147-161.

The authors of the article argue that efficient two-way communication is widely

perceived as an important precondition for successful internal marketing

strategies. The researchers present thorough information on the rapidly changing

context of social networks and developing technologies that have a persistent

impact on internal organizational communication. They state that, since the

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1990s, Internet technologies have revolutionized aspects of internal

communication in numerous organizations across the world. Based on

stakeholder and communication theories, this article provides a relevant

theoretical framework for understanding the dimensions of effective internal

communication and its relation to social networks.

It is clear that the quality of this source is rather high, because it directly refers to

the objective stated in the final project. The potential of new media and

established social networks, specifically Internet-related technologies, is

immense. and can definitely enhance internal communication with stakeholders. I

will incorporate important arguments made in this paper into the context of the

final project. For instance, an essential aspect is that the use of new media in the

workplace is positively associated with the perception of an ethical work climate

within the respective organization. Likewise, the perception of mutual trust

acquires more clear dimensions due to the implementation of internal

communications patterns in the workplace.

Bartels, J., Pruyn, A., & De Jong, M. (2009). Employee identification before and after

an internal merger: A longitudinal analysis. Journal of Occupational and

Organizational Psychology, 82, 113-128.

The researchers introduce the results of a longitudinal study in reference to

employee identification, organizational identification, and communication climate

before and after an internal merger. It appears that internal communication

climate is extremely important for the proper identification of employees with their

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division. Some of the essential characteristics of internal communication climate

amount to openness, participative decision-making, extensive support, and trust.

The quality of this source is high, as it offers a distinct perspective about active

employee participation in the process of organizational identification, and thus I

can use it to arrive at meaningful conclusions in the final project. An internal

merger presents an important development within any organization, which means

that a thorough consideration of this aspect can help individuals adjust their

communicative patterns over time.

Jue, A.L., Marr, J.A., & Kassotakis, M.E. (2009). Social media at work: How networking

tools propel organizational performance. Malden, MA: Jossey-Bass.

The authors of this book are unanimous that the use of social media in the

workplace can contribute to the formation of quite effective and reliable

organizations. Building professional relationships in a contemporary context is

facilitated as a result of the introduction of various blogs and social networking

sites. The book presents adequate recommendations for building teams,

increasing learning, and fostering innovation.

This source is valuable and relevant because it enables me to consider different

innovative and creative methods of social networking that can boost employees’

perceptions of internal communication in their organization. The authors of the

book introduce a qualitative study of social media and its numerous implications

to the contemporary organizational context.

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The presented references demonstrate relevant findings and inferences about

the relationship between internal communication and social networking. Therefore, the

chosen sources are helping to shape the purpose of the research project proposal.

Employees’ perceptions of using social networks in the internal communication in their

organization is quite important in order to propose research with new findings and

inferences. The interrelations between employees and the mechanisms of internal

communication are crucial for maintaining a more positive and reinforcing organizational

environment and culture. Therefore, the objective of this paper is to ensure a relevant

description of resources on the identified subject. It is apparent that the described

sources enhance one’s understanding of the essential dimensions of internal

communication.

At the same time, it becomes clear that the creative use of social networks in the

workplace is a reliable step toward ensuring substantial organizational success. The

chosen sources demonstrate the main idea that social networks possess immense

capacities to improve internal communication and organizational performance. An

essential conclusion is that social networks continuously energize employees and

shape their cultural and social perceptions of internal communications processes within

their organization. Other advantages of including innovative social networks in the

workplace include enhanced change awareness and readiness for action, as well as

stronger relationships between managers, leaders, and employees. Social media can

obviously help employees exchange wisdom and relevant experience, and this implies a

sense of urgency toward exploring this subject in detail.

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References

Bartels, J., Pruyn, A., & De Jong, M. (2009). Employee identification before and after

an internal merger: A longitudinal analysis. Journal of Occupational and

Organizational Psychology, 82, 113-128.

Cross, R., & Thomas, R. (2011). A smarter way to network. Harvard Business Review,

89 (7-8), 149-153.

David, G. (2011). Internal communication: Essential component of crisis

communication. Journal of Media Research, 2 (10), 72-81.

De Bussy, N.M., Ewing, M.T., & Pitt, L.F. (2003). Stakeholder theory and internal

marketing communications: A framework for analysing the influence of new

media. Journal of Marketing Communications, 9, 147-161.

Dolphin, R.R. (2005). Internal communications: Today’s strategic imperative. Journal of

Marketing Communications, 11 (3), 171-190.

Dortok, A. (2006). A managerial look at the interaction between internal communication

and corporate reputation. Corporate Reputation Review, 8 (4), 322-338.

Jue, A.L., Marr, J.A., & Kassotakis, M.E. (2009). Social media at work: How networking

tools propel organizational performance. Malden, MA: Jossey-Bass.

Moynihan, D.P., & Pandey, S.K. (2007). The ties that bind: Social networks, person-

ANNOTATED BIBLIOGRAPHY 13

organization value fit, and turnover intention. JPART, 18, 205-227.

White, C. (2010). Internal communication, information satisfaction, and sense of

community: The effect of personal influence. Journal of Public Relations

Research, 22 (1), 65-84.