Abstract
Within the context of benefits/outsourcing reviews at a small, Eastern
U.S. college, this qualitiative case study examined potential internal
activism, employee/organizational leadership communication strategies,
and ensuing changes in internal public relations practices/structure.
Findings revealed that employees implemented activist strategies
in response to perceived communication gaps, prompting organizational
leadership to increase solictiation of employee input and commit
to ongoing, two-way symmetrical communication; structural changes
in internal public relations practices and reporting relationships
also resulted. Extending previous activism research findings to internal
publics as activists, in this study I suggest that the prodrome of
potential employee activism should inform future public relations
practice.
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