Communicating change: Four cases of quality programs

Research output: Contribution to journalArticlepeer-review

34 Scopus citations

Abstract

Human and organizational factors are commonly identified as causes and contributors to failures and difficulties in implementing planned change. This study examines the implementation of quality programs in four organizations; the communication used to introduce the programs and to encourage employees to participate; and employees' perceptions of the programs, implementation activities, and change agents. The purpose of this study was to provide empirical evidence of key communication problems common to planned change implementation. Four key themes emerged: (a) creating and communicating vision, (b) sensemaking and feedback, (c) establishing legitimacy, and (d) communicating goal achievements. Conclusions and implications for future communication research are discussed in a final section.

Original languageEnglish (US)
Pages (from-to)128-155
Number of pages28
JournalJournal of Business Communication
Volume37
Issue number2
DOIs
StatePublished - 2000
Externally publishedYes

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting (miscellaneous)
  • Economics, Econometrics and Finance (miscellaneous)

Keywords

  • Change Communication
  • Quality Programs
  • Sensemaking
  • Vision

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