Sharing Knowledge : A Study on the Value of Internal Communication as a Component of Strategy Formulation, Implementation and Execution

Abstract

Technological innovation has not only revolutionised how business is conducted in the global marketplace, but the value of knowledge and human resources. People and the knowledge they possess have become a vital resource due to the increasingly specialised tasks organisations require of them. It has been debated whether strategic human resources management can be a valuable component of the strategy process (formulation, implementation and execution) and in this thesis the discussion is taken a step further by looking specifically at the value internal communication can add to the strategy process. The value added by internal communication is discussed in a theoretical framework of strategy, strategic human resource management, knowledge and decision-making power, and in two case studies that are based on the experiences and opinions of two individuals working with internal communication in knowledge-based fields.

The theory and the primary research support the author’s claims that internal communication should be included in an organisation’s strategic processes because (1) it can provide sustainable competitive advantage through operational effectiveness, (2) it enables the functions of transferring and retaining knowledge within the organisation, (3) it already is an important aspect of translating organisational strategy into functional and operational goals, and would only improve performance if taken to a strategic level, and (4) it provides a sustainable method of improving employee well-being and thus helps attract and retain high value employees.