An introduction to Strategic Communication

What is a social intranet? Part I


On 25 September, Skåne University Hospital (SUS) went over to the same intranet as the entire County Council of Skåne as an organization now gathers under. All pages and news can be commented on, and opening day started with a live chat for SUS’s employees (Mattiasson, 2013). This is an example of what is called a ”social intranet”, which somewhat simplified terms is an internal organizational forum with information document and the opportunity for interactivity. The term ”social” stems from the term ”social media” which from a communication perspective can be understood as that new communication technologies are seen as social with active participants in relation to older media as having passive spectators as an audience. This is a blind historical glance since every time has had a similar discussion and each media form their social function and significance, such as the invention of the printing press, the velocipede, amusement parks, and cinema visits (Andersson, 1993; Ekström, 2010; Sjöholm, 2003). But an organization requires media to communicate internally. Cornelissen (2011) argues that organizations have to communicate with their employees in order to push morale and identification with the organization, and ensure that employees can perform their own specialized tasks. He sees it as a balancing act both to coordinate employee activities to achieve organizational goals, and also meet the individual needs. Larsson (2005) has a broader societal perspective and can explain social intranet as part of the trends of the time, that information should be disseminated by mass communication means, as well as a scholar perspective about two-way communication with active citizens.


But in contrast argues Christensen, Morsing and Cheney (2008 referenced in Christensen & Cornelissen, 2011) that research and practice in organizational communication seems to promote a kind of regulation of employee who is opposed to participation and empowerment, despite a contemporary image of promoting commitment among employees. This can be linked to the transmission view of communication (see among others Axley, 1984; Jansson, 2009; Varey, 2000; Botan & Taylor, 2004) and the traditional approach (Whittington, 2001), where rational planning from leadership direction leads to profit maximization which is seen as the organization’s objectives. Christensen and Cornelissen (2011) argues that the attraction seems to lie in the packaging of stability, order and predictability in an uncertain and segmented world. Coreen, Kuhn, Cornelissen and Clark (2011) is on the same track when they describe the conventionality in that communication itself organizes that stems from a sociological tradition of striving for social order. Here we see reflections in line with Jansson’s (2009) thoughts whether communication is inherently desirable and good.



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