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What is the link between internal communication, organizational culture and environmental strategy? The context of company size and employee perception

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Piwowar-Sulej K., Popowicz E., Sulich A.

Central European Management Journal

2024

vol. 32

issue 2

301-319

Purpose – The article explores the linkages between the type of environmental strategy (ES), the use of internal communication (IC), and the greening of organizational culture (OC). Moreover, the article empirically examines whether company size matters in the use of environmental IC practices in the green context. Additionally, the article considers differences between people employed at different organizational hierarchy levels. The basis for such a comparison is their opinions about the effectiveness of communication practices. Design/methodology/approach – Empirical research employed a survey method done on 199 organizations in 2020. Statistical analyses used the chi-squared test, Kendall’s Tau-b correlation coefficient, and the Mann–Whitney U test. Findings – The research showed that companies with a proactive green strategy more often use different communication practices related to ES and have a greener culture. The study proved that larger companies more often use the analyzed communication practices. However, we found no significant difference in opinion between middle managers and line employees about the effectiveness of these practices. Practical implications – The main contribution to business practice is the exploratory model based on the empirical study, which allows organizations to successfully implement the ES. Originality/value – Studies rarely combine the three organizational elements: IC, OC, and ES. This article provides new empirical evidence on relationships between features of OC, green strategy types, and communication practices.

Strategizing as polarity management: biographical analysis of leadership in the Polish furniture industry (1989–2015)

88%

Bednarz-Łuczewska P., Łuczewski M.

Central European Management Journal

2024

vol. 32

issue 2

199-215

Purpose – This article aims to analyze the strategic work of Polish entrepreneurs in the furniture industry following the political changes in 1989. The authors examined how these entrepreneurs transitioned from local craftsmen or importers into leaders of international manufacturing companies and how their strategizing contributed to the unprecedented growth of the Polish furniture sector. Design/methodology/approach – The authors examined extant data, specifically biographical interviews conducted with 11 prominent leaders in the Polish furniture industry (Hryniewicki, 2015, 2018). They analyzed within a theoretical framework that integrates J.C. Spender’s theory of strategic management with Barry Johnson’s concept of polarity management. Polarity is a way of understanding and managing interdependent, opposing pairs of values or perspectives that give rise to conflict. Findings – The analysis reveals key patterns of strategic challenges at the level of human agency, history and sense-making. The authors identified four key polarities: life and business, knowledge presence and absence, concordance and discordance, and instrumental and non-instrumental sense-making. Originality/value – The polarity concept illuminates the interplay of agency and determinism in strategic decision-making, offering valuable insights for methodology and a deeper understanding of Poland’s furniture industry.

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2 Central European Management Journal

1 Bednarz-Łuczewska P.

1 Piwowar-Sulej K.

1 Popowicz E.

1 Sulich A.

1 Łuczewski M.

2 2024

Search results

What is the link between internal communication, organizational culture and environmental strategy? The context of company size and employee perception

Strategizing as polarity management: biographical analysis of leadership in the Polish furniture industry (1989–2015)