annotated bibliography final
TRANSCRIPT
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.