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- Publisher
- Wiley
- Copyright
- Copyright © 1998 Wiley Subscription Services
- ISSN
- 0090-4848
- eISSN
- 1099-050X
- DOI
- 10.1002/(SICI)1099-050X(199823/24)37:3/4<295::AID-HRM10>3.0.CO;2-3
- Publisher site
- See Article on Publisher Site
Abstract
Ineffective strategies of communicating about organizational change (e.g., corporate restructuring, mergers, downsizing) are earmarked by the presence of pervasive rumors that flourish in a climate of uncertainty. Using 15 structured field interviews with management and public relations personnel from multinational corporations, this article posits that successful programs of change communication hinge upon the proper management of uncertainty associated with change. Two detailed case studies are highlighted as opposing illustrations of change communication tactics that succeeded and failed. Effective change communication campaigns tend to reveal rather than conceal, reduce uncertainty through collective planning, and proactively establish and maintain trust.
Journal
Human Resource Management – Wiley
Published: Jan 1, 1998