The Centrality of Corporate Communication in Change Management and Organizational Value creation (A Case of Textile Sector in Pakistan)

Abstract

The study centered its focus to check the significance of corporate communication (CC) in the process of managing change after the mergers in the textile sector of Pakistan that is based on Employee readiness (ER) to change as well as Employee Openness (EO) to understand the concept of change in light of their behavioral adjustment. With the help of structural equation modeling and Kurt Lewin’s three-step model, the data was analyzed and it is found that the centrality of corporate communication (CC) cannot be ignored in order to develop a strong and effective relationship with employees who will encourage Employees Engagement (EE) in the change process in the most important and leading textile sector of Pakistan. Communication with two-way directions bridges the communication gap among all levels of management in an organization which not only supports employees to have a timely voice to participate in decision making as well as to confidently inspires the employees to minimize the uncertainty that is indispensable to establish readiness to change and the outcome is in the form of successful implementation of change. There are many aspects of changes in an organization but it is key to understand that change should be backed by the willingness of the employees that will, on one side enhances the interest level of the employees in understanding change and on the other hand, improves their behaviors for the future challenges. Hence, all these factors will boost up the entire organization’s value/ shareholders wealth, which is the real purpose of any organization behind its existence.