WHAT LEADERS MUST KNOW ABOUT COMMUNICATION CHANNEL SELECTION

Jerry Duane Castle, Score Valve Services, Houston, TX, U.S.A.
Bea B. Bourne, Kaplan University, Chicago, Illinois, U.S.A.

Published in

JOURNAL OF INTERNATIONAL MANAGEMENT STUDIES
Volume 16, Issue 2, p13-26, October 2016

ABSTRACT

Local organizations often find internal communication very challenging, therefore; misunderstandings and conflicts must be eliminated. Globally, communication effectiveness is strained within organizations that are already faced with challenges including geography, culture, language, and time synchronization. Through technology advancements, virtual communication has bridged several challenges and has offered multinational organizations the ability to communicate in real time. This paper presents results of a qualitative research study that explored communication channel selection within multinational organizations. As demands on organizational efficiency increase, the pace of business increases as well. The overuse of EM could be weakening the communication effectiveness of organizational communications and could bias the interpretation of the intended message (Noteberg & Hunton, 2005). E-mails, by nature, remove urgency and commitment, which allows senders and recipients to read and respond at their discretion. Electronic communication is clearly appropriate for certain information, but certain information demands clarity, emotional content, and responsiveness. Because of geography, multinational organizations cannot base communication on face-to-face meetings. Thus, the continued migrations toward e-mail, as a default channel selection: but at what cost? Six core themes emerged during the current study; these included: perceptions of communication, the course of communication, channels of communication, channel variables, trust, and leadership.

Keywords

Leadership, Communication, communication channels, virtual communication, conflict, multinational organizations.


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