Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

SAGETRACK

Sign In to gain access to subscriptions and/or personal tools.
Management Communication Quarterly
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Lewis, L. K.
Right arrow Articles by Richardson, B. K.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Communicating Change to Nonprofit Stakeholders

Models and Predictors of Implementers’ Approaches

Laurie K. Lewis

Stephanie A. Hamel

Brian K. Richardson

University of Texas at Austin

Relationships with organizational stakeholders are especially problematic for nonprofits in times of planned change. Implementers of change initiatives must negotiate demands for their time and attention as well as attend to severe resource constraints. Interviews with nonprofit administrators are used as the basis for the development of six models of implementation communication adopted by nonprofit implementers in interacting with various stakeholder groups. The data are also used as a basis for theorizing about two communicative dimensions of the task situation—communication efficiency and consensus building—which may be used to predict implementers’ choices of approach to their communication with stakeholders.

Management Communication Quarterly, Vol. 15, No. 1, 5-41 (2001)
DOI: 10.1177/0893318901151001
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Management Communication QuarterlyHome page
L. Lewis
The Civil Society Sector: A Review of Critical Issues and Research Agenda for Organizational Communication Scholars
Management Communication Quarterly, November 1, 2005; 19(2): 238 - 267.
[Abstract] [PDF]

Home page
 Management Communication QuarterlyHome page
C. E. Timmerman
Media Selection During The Implementation Of Planned Organizational Change: A Predictive Framework Based on Implementation Approach and Phase
Management Communication Quarterly, February 1, 2003; 16(3): 301 - 340.
[Abstract] [PDF]