A Managerial Look at the Interaction Between Internal Communication and Corporate Reputation
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Volume 8 Number 4
In Practice A Managerial Look at the Interaction Between Internal Communication and Corporate Reputation Arin Dortok Kesisim Publication and Communication Services, Istanbul, Turkey
Corporate Reputation Review, Vol. 8, No. 4, 2006, pp. 322–338 # Palgrave Macmillan Ltd, 1479–1889/06 $30.00
Page 322
ABSTRACT This paper is based on the hypothesis that there is a correlation between corporate reputation and internal communication. Qualitative research has been conducted based on the hypothesis that companies with high reputation and companies with lower reputation differ in their attitudes towards the ‘relation between corporate reputation and internal communication’. This study is based on research called the ‘Most Admired Companies’ conducted annually over the past three years by one of Turkey’s leading business magazines, Capital. In this research, for comparative purposes, only the top 10 and the bottom 10 companies listed in the above-mentioned ‘Most Admired Companies’ research have been taken into consideration. The research method that was used in this study for the purposes of determining the attitude of senior communication managers toward internal communication was the ‘survey method’. Although the sample size of the survey was limited to the numbers noted above, statistically significant results have been obtained. These include the following: the top 10 companies give weight to internal communication; they consider measurement a significant factor in their activities and believe that ‘commitment’ is a major contribution towards business results; they develop and put into effect internal communication plans more often than the bottom 10 companies; and they believe in the impact of internal communication on corporate reputation. This study states that an
interaction between corporate reputation and internal communication is in effect. The purpose of this paper is to provide a new perspective on the discussions about the subject. KEYWORDS: business objectives, business results, corporate reputation, employee, internal communication INTRODUCTION Today people find themselves in a market environment, where the conditions are continuously changing. The competition is heating up, information is being disseminated faster than ever — thanks to developing technology — and emotional factors are given priority over material values, as products and services look more and more alike. Given the changing conditions of the market, it is now a must that not only production, finance and business processes, but also communication processes are managed strategically. There is now an awareness of the possibility that, with increasing competition, stakeholders — such as shareholders, investors, customers, consumers, suppliers, employees and the general public who can influence the company or be influenced by its operations — can change their decisions anytime. On the other hand, the assumption that a company’s interaction with its stakeholders is what makes up its corporate repu-
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