A pharmaceutical firm links internal communication to innovative developments: A new methodology describes the interface between communication methods and staff involvement in innovation

Abstract

Purpose

The purpose of this paper is to demonstrate how internal communication can be used to manage change in culture to achieve innovation in the workplace.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and recommendations.

Findings

Competitive advantage means exploiting the genius of the workforce. Managers in some firms do listen to their staff and follow up their ideas, and this may be encouraged by a common culture and by some communication methods. Theoretical research into internal communication, innovation communication and change processes has been combined to form an experimental framework of innovative change. This has been applied, as a case study, to a pharmaceutical firm. It combines qualitative interview techniques to identify the corporate culture with a quantitative e‐mail questionnaire survey of employees. Results indicate the link between communication and innovation.

Practical implications

Managers can test whether their internal communications are effectively selling their business philosophy to staff.

Social implications

Staff whose creativity is encouraged are prouder of their company and of its success.

Originality/value

This review introduces a survey technique that can be developed to show how innovative culture can be evaluated and managed.

Citation

(2012), "A pharmaceutical firm links internal communication to innovative developments: A new methodology describes the interface between communication methods and staff involvement in innovation", Strategic Direction, Vol. 28 No. 4, pp. 9-11. https://doi.org/10.1108/02580541211212772