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Titlebook: Current Trends and Issues in Internal Communication; Theory and Practice Linjuan Rita Men,Ana Tkalac Verčič Book 2021 The Editor(s) (if app

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https://doi.org/10.1007/978-3-658-03392-7in academia. This final chapter discusses the current state of the field, reviews some of the questions still left open such as on positioning internal communication, emerging communication channels, and measuring internal communication, and concludes with the author’s closing thoughts and suggestions for future research directions.
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Linjuan Rita Men,Ana Tkalac VerčičDelves into important current issues and trends in internal communication from a strategic communication perspective.Incorporates the most recent research insights on current trends and issues in inte
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https://doi.org/10.1007/978-3-658-03388-0rowth in the past decades as a discipline and profession. The introduction chapter revisits the definitions of internal communication, provides an overview of the recent developments in research and practice in this domain, particularly positioned in the field of public relations, along with a discu
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https://doi.org/10.1007/978-3-658-03388-0tam (ed.) in ., Oxford University Press, 2014; Van Vugt et al., in . 63:182–196, 2008). Leadership cannot be separated from communication; research reveals organizational leaders spend 70–80% of their time communicating (Wajcman and Rose in . 32:941–961, 2011). In this chapter, we explore leadership
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https://doi.org/10.1007/978-3-658-03388-0 internally. Using public relations theory (i.e., the situational theory of problem-solving), this chapter describes how researchers and practitioners can segment internal publics to understand employees’ perceptions and behaviors in relation to given organizational issues. Two cases of organization
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https://doi.org/10.1007/978-3-658-03392-7to organizational action public. Public relations nightmares resulting from poorly handled responses to employee activism remind us of the important role played by public relations functions in communicating and negotiating between organizational leaders and internal activists. The present chapter p
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