Building an organizational change communication theory

The difficulty of communicating during organizational change has intensified with the prevalence of continuously changing organizations (Buchanan, Claydon & Doyle, 1999). The difficulty faced by managers is compounded by the lack of studies examining organizational communication within a context of organizational change (Eisenberg, Andrews, Murphy, & Laine-Timmerman, 1999; Lewis & Seibold, 1996). Not surprisingly then, is there a paucity of organizational change theory to guide further research and practitioners. This paper addresses the lack of organizational change communication research and contributes to theoretical development of communication during organizational change. A model of change communication during continuous change is presented from the analysis of two longitudinal empirical studies. Central constructs of the model are the monologic change communication, the dialogic change communication and the background talk of change. Further Van de Ven and Poole's (1995) Process Theories of Change are extended to consider the sequencing of the three constructs. The findings suggest that the sequencing of the dominant change communication approaches is informed by an alignment of individual communication competences and organizational change communication expectations.

Microfinance outcomes in the Philippines

Recent reports from Bangladesh about the Grameen Bank (GB) having to seriously review its policies and restructure its procedures have not stopped countries like the Philippines from making a success of Grameen Bank Replicas (GBRs). Women across Asia continue to benefit from microfinance initiatives and are motivated to move out of poverty through the influence of the GB and other microfinance institutes. This paper addresses specifically the microfinance activities in the Philippines and reports on some of the issues surrounding the successes and setbacks of programs in that country.