Article2010

Effective internal environment‐related communication

32 citations0/0 files storedCorporate Communications An International Journal

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Environmental Sustainability in Business Corporate Social Responsibility Reporting Corporate Social Responsibility and Sustainability

Abstract

Purpose The paper aims to understand what kinds of internal messages concerning a company's environment‐related corporate social responsibility (CSR) activities would be most effective in engaging employees in implementing an organization's environmental strategy. Furthermore, the paper explores how environmentally active employees could be utilized as internal communicators to spread environmental activity internally. Design/methodology/approach The paper reports on findings from interviews (n=12) conducted within a multinational case company that has recently adopted an active approach to communicating its environmental policy internally. Findings Employees whose work does not have a clear environmental impact can find corporate environmental policies distant, and would rather see simple, practical messages about what they can do for the environment in their jobs. Furthermore, employees might ignore environmental considerations if they are too busy at work. To encourage environmentally active employees to share their ideas, it might be useful to assign clear environmental contact persons to each department, because employees may be unwilling to approach colleagues directly with environment‐related suggestions. Practical implications At a time when most companies are striving to be greener, the findings help organizations understand how they can communicate effectively to encourage all employees to consider the environment in their jobs. In addition, the results point to how organizations can better utilize environmentally active employees for internal promotion of environmental strategies. Originality/value The paper extends research on CSR communication to consider internal communication within an organization. In addition, it adopts the perspective of employees to bring new insight into their role in CSR‐related activities.

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References

2010Strategic management a stakeholder approach 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts 1995A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance 1991Sensemaking and sensegiving in strategic change initiation 2007Barriers perceived to engaging with climate change among the UK public and their policy implications 2006Corporate social responsibility communication: stakeholder information, response and involvement strategies 2007A Stakeholder Approach to Corporate Social Responsibility: A Fresh Perspective into Theory and Practice 2007Rethinking internal communication: a stakeholder approach

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2024The Power of Internal Communication for Environmental Sustainability in Promoting Employee’s Pro-Environmental Behaviors 2015An Increasing Usefulness for Managerial Communication Research on the Main Topics of Management

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