Abstract
This chapter reports an action-research study on internal communication in the context of an innovation project management department at a multinational company. An intervention was carried out in the communication system, with the purpose of improving team performance. The first action research cycle began with data collection through questionnaires, document analysis, direct observation, and focus groups. The sequent implementation stage was designed and carried out with a mid-term communication plan. After this, a new data collection process began. Results showed lack of communication skills, lack of information, and lack of involvement. This was the beginning of a second evaluation cycle, and a new communication plan was implemented. After this, another diagnosis emerged showing the persistence of some issues. These results are discussed, and the possibility of implementing a digital communication platform is addressed. This study seeks the development of knowledge on internal communication in the context of innovation projects.
TopIntroduction
In the context of a European university-industry consortium, a study on internal corporate communication was developed in a project management department of a multinational company, dealing with innovation processes inherent to industrialization. These processes begin in the project management department, where project managers (PjM) are accountable for coordinating all innovation projects, from the ordering phase to completion, which happens when the product goes into mass production. It is up to each project manager to select and lead the team responsible for fulfilling all tasks associated with developing new production lines. According to Qusef and Ismail (2016), this manager must be a qualified specialist, as he is responsible for defining a plan and assigning tasks appropriately to each member of his team, depending on information quality and motivation to carry on the entire process.
PjMs spent about 75% of their time interacting and exchanging information and, for this reason, communication is a fundamental part of project management and innovation processes, supporting each of its phases. According to Zerfass and Huck (2007), project management must be understood as an integrated system of cooperation and interaction, which needs to be strategically planned and supported by communication.
Aiming to contribute to the development of theoretical and practical knowledge on internal corporate communication in the context of innovation projects, this study sought to analyse and intervene in the communication system of the aforementioned project management department, namely through a digital communication approach. To this end, and using action research as a methodology, it started with a diagnosis that identified the communication barriers existing in industrialization projects and proceeded with the implementation of tailored measures to promote a more efficient project management environment. The consequences of those measures were afterwards assessed and discussed in order to prepare a second intervention cycle.
Key Terms in this Chapter
Project Manager: The person that coordinates the tasks and expectations of all individuals within a project and whose function involves primary communication management.
Social Project Management: An approach that advocates the use of social media as an accessible and successful alternative to traditional communication channels in project management, as they increase the volume and speed of communication and information exchange and stimulate sharing, co-creation, interaction, and debate, bringing the project manager closer to the team, significantly improving communication outcomes.
Project Management: It can be defined as the application of knowledge, skills, tools and techniques to design activities that make it possible to respond to project requirements.
Innovation Communication: Is a field of study that focuses on the analysis of the symbolic interactions between an organization and its stakeholders as they deal with the development of new products or services.
Leadership: Can be defined as the process that is carried out to influence others to pursue a certain result or objective.
Communication System: The architecture of the information flows that take place in an organization, involving vertical and horizontal levels.
Communication Plan: The strategic design of the interaction moments that should happen between the organization and its internal and external publics, including the definition of channels and key messages.