A3 Book section, Chapters in research books
Engaging Employees via Digital Technologies : An Integrative Model of Change Management and Communication via Internal Social Media (2023)


Agerholm Andersen, M., & Valentini, C. (2023). Engaging Employees via Digital Technologies : An Integrative Model of Change Management and Communication via Internal Social Media. In O. Niininen (Ed.), Social Media for Progressive Public Relations (pp. 57-72). Routledge. https://doi.org/10.4324/9781003177791-7


JYU authors or editors


Publication details

All authors or editorsAgerholm Andersen, Mona; Valentini, Chiara

Parent publicationSocial Media for Progressive Public Relations

Parent publication editorsNiininen, Outi

ISBN978-1-032-01233-9

eISBN978-1-003-17779-1

Publication year2023

Publication date23/09/2022

Pages range57-72

Number of pages in the book270

PublisherRoutledge

Place of PublicationLondon

Publication countryUnited Kingdom

Publication languageEnglish

DOIhttps://doi.org/10.4324/9781003177791-7

Publication open accessNot open

Publication channel open access

Publication is parallel published (JYX)https://jyx.jyu.fi/handle/123456789/86013


Abstract

Internal social media (ISM) has increasingly gained relevance as a networking platform on which employees can share content and actively engage in conversations across functions, regions, and hierarchical levels. Many employees have been working from home, especially during the COVID-19 pandemic, using a variety of ISM platforms—a trend that could continue to increase. While the COVID-19 pandemic is only one example of how organisations must continuously change to adapt to a new context, research shows that it is difficult for management to implement changes successfully among employees, and most change initiatives fail. ISM provides a dynamic and interactive communication arena in which employees can participate in sharing ideas and opinions related to their daily work. However, theoretical efforts to explain the use of ISM in a change situation from an employee perspective are currently limited. This chapter aims to propose a theoretical framework—co-creating organisational change in ISM—that explains factors influencing participative and dialogic change communications between managers and employees using ISM.


Keywordsorganisations (systems)internal communicationsocial mediaemployeescommitting someonechange management communicationorganisational communication and public relationsinteractionremote work


Contributing organizations


Ministry reportingYes

Reporting Year2023

Preliminary JUFO rating3


Last updated on 2024-03-04 at 21:46