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Change, re-branding, and communications: The fluctuating identity of a major UK organization
Unformatted Document Text:  Tracking Number: ICA-7-10798 9 middle managers as well as internal consultants, who were centrally involved with the change process, were interviewed for approximately an hour each. Secondly, given some of the interviewees’ busy schedules, the interviews were conducted via telephone and electronic mail. The interviewers were made aware that the interviews would be a part of a larger effort to assess the success and failure of communication strategies facing involved in the change program. Each interviewee was also promised utmost confidentiality. Once the data were collected, two types of analysis were performed. Firstly, the interviews were tape-recorded and transcribed as case descriptions to which the findings were referred, and subsequently, examined where appropriate. Secondly, we subsumed a series of classified themes based upon a common ground in typology and cross-checked each other’s to strengthen the validity of the defined constructs. Case Findings Forces for Re-branding Avonia, because of its large workforce, has set up an internal communication function to ‘ensure clear messages are conveyed to all employees.’ In addition to internal communications, the organization has an external communications operation, linking to key stakeholders and the press. Both internal and external communication arms are operated under the Group Corporate Affairs department, their role is to formulate and implement communication plans across the entire range of businesses. Each business unit has also set up its own internal communication team, which is responsible for disseminating information within a particular unit. The group center provides a general framework of internal communication plans and strategies in which other business units are likely to tailor them to their practical needs. The units attempt to measure the overall results of the communication plans by e-questionnaires, feedback forms and informal talks.

Authors: Kulvisaechana, Somboon. and Stiles, Philip.
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Tracking Number: ICA-7-10798
9
middle managers as well as internal consultants, who were centrally involved with the change
process, were interviewed for approximately an hour each. Secondly, given some of the
interviewees’ busy schedules, the interviews were conducted via telephone and electronic mail.
The interviewers were made aware that the interviews would be a part of a larger effort to assess
the success and failure of communication strategies facing involved in the change program.
Each interviewee was also promised utmost confidentiality.
Once the data were collected, two types of analysis were performed. Firstly, the interviews were
tape-recorded and transcribed as case descriptions to which the findings were referred, and
subsequently, examined where appropriate. Secondly, we subsumed a series of classified themes
based upon a common ground in typology and cross-checked each other’s to strengthen the
validity of the defined constructs.
Case Findings
Forces for Re-branding
Avonia, because of its large workforce, has set up an internal communication function to ‘ensure
clear messages are conveyed to all employees.’ In addition to internal communications, the
organization has an external communications operation, linking to key stakeholders and the
press. Both internal and external communication arms are operated under the Group Corporate
Affairs department, their role is to formulate and implement communication plans across the
entire range of businesses.
Each business unit has also set up its own internal communication team, which is responsible for
disseminating information within a particular unit. The group center provides a general
framework of internal communication plans and strategies in which other business units are
likely to tailor them to their practical needs. The units attempt to measure the overall results of
the communication plans by e-questionnaires, feedback forms and informal talks.


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