internet services specifically for employee use in order to share corporate and employee knowledge (Ruppel & Harrington, 2002 AU74: The in-text citation "Ruppel & Harrington, 2002" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ; DeBussy, Ewing & Pitt, 2003 AU75: The in-text citation "DeBussy, Ewing & Pitt, 2003" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ).
Published in Chapter:
Leadership Communication, Internal Marketing, and Employee Engagement: A Recipe to Create Brand Ambassadors
Karen E. Mishra (Meredith College, USA), Aneil K. Mishra (East Carolina University, USA), and Khaner Walker (Lenovo, USA)
Copyright: © 2016
|Pages: 19
DOI: 10.4018/978-1-4666-9970-0.ch017
Abstract
This chapter examines the internal communication practices of Lenovo, a $39 billion Fortune Global 500 technology company, and the world's largest PC vendor. In particular, this study examines how this company uses social media as a form of internal marketing to foster employee engagement. Internal communications (or internal marketing) is generally led by marketing or PR professionals with expertise in human resources, public relations, marketing, social media, and/or employee engagement. One new way that companies are extending internal communication is by developing the use of their company intranets. Intranets can support an organization by sharing accurate leadership communication and company information on a timely basis to develop trust with employees and encourage them to act as brand ambassadors. This chapter describes how Lenovo has developed and uses its Lenovo Central intranet to engage employees in its mission and vision.