Traditionally communication in business was a one-way process whereby information trickled down to the bottom from the top. An increasing number of companies have recognized the limitations of such one-way communication in keeping people informed and sharing knowledge. Knowledge management (KM) practices have become commonplace in todayÆs technology oriented firms that need to take advantage of a diverse body of information and individuals with different levels of knowledge, skills, and experience. One such company, Sensis, formed a ôcentralized internal communication teamö to radically transform the communication environment and ôengage employees more fully in the businessö (Taylor & Elsey, 2005, p. 14).
From technology manufacturers to software development firms, knowledge management has evolved a greater degree of collaboration and communication internally and externally. Internally, employees are able to share information in a rapid, accessible and efficient manner. Externally, two-way communication processes are able to utilize communications technologies to share, access, and use information from a number of diverse stakeholders to promote organizational goals. Even firms that are not primarily technology oriented, like General Electric, have incorporated technology to enhance communication processes. As Drucker (p. 1) explains, ôGE is combining Lotus tools with other internal systems and pulling customers and suppliers behind the firewall to work as party of GEÆs internal project teams.ö
In technology firms, the need for information access, sharing, and collaboration is critical to successful outcomes. Innovation, competitive advantage, and other benefits of a sound communication plan cannot be had when a company fails to ensure such communication frameworks are in place. A number of elements must be incorporated into any organizational communication plan for success in reaping su
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