COM4807 2025
Assignment 01: Interactive Communication Technologies and the Organisational
Environment
1. The Contemporary Organisational Environment and VUCA
The modern organisational environment is increasingly shaped by volatility,
uncertainty, complexity, and ambiguity (VUCA). This framework, originally
developed by the U.S. military, has been widely adopted in business and management
studies to describe the unpredictable nature of the global business landscape.
Volatility: Rapid and unpredictable change in industries due to technological
advancements, shifting consumer preferences, and economic instability.
Uncertainty: Organisations face a lack of clarity regarding future trends, making
long-term planning difficult.
Complexity: Interconnected global markets, regulatory challenges, and digital
transformation create intricate decision-making environments.
Ambiguity: The lack of clear cause-and-effect relationships makes it difficult for
organisations to interpret challenges and develop strategic responses.
The rise of digital communication technologies, especially Web 2.0, has exacerbated
these challenges by enabling rapid information dissemination, altering power dynamics,
and increasing stakeholder expectations. To navigate this environment, organisations
must adopt agile, flexible, and communicative strategies.
2. Changes in the Organisational Environment Due to Interactive Communication
Technologies
2.1 The Changing Landscape of Organisational Communication: Paradigmatic
Shifts
, Overton-De Klerk and Verwey (2013) identify several fundamental shifts in
organisational communication due to Web 2.0 and digital interaction:
1. From Top-Down to Bottom-Up Communication:
o Traditional organisations relied on hierarchical communication, where
executives dictated strategies.
o Digital platforms empower employees and stakeholders to contribute
ideas, fostering inclusivity and decentralised decision-making.
2. From Monologue to Dialogue:
o Previously, corporate communication was one-directional (e.g., press
releases, advertisements).
o Now, engagement occurs through two-way conversations (e.g., social
media, online forums), enhancing transparency and customer
relationships.
3. From Consensus to Dissent:
o Consensus-driven communication aimed to align all members with
organisational goals.
o Today, dissenting voices (e.g., employee activism, public criticism on
social media) influence corporate policies and ethics.
4. From Communication Management to Communication Influence:
o Organisations no longer “manage” communication strictly but influence it
through storytelling, brand narratives, and thought leadership.
5. From Control to Self-Organisation:
o Previously, communication was controlled through strict corporate
policies.
o Interactive technologies enable self-organised teams, user-generated
content, and peer-to-peer collaboration.
6. From Corporate Social Responsibility (CSR) to Accountability:
o CSR once served as a public relations tool.
Assignment 01: Interactive Communication Technologies and the Organisational
Environment
1. The Contemporary Organisational Environment and VUCA
The modern organisational environment is increasingly shaped by volatility,
uncertainty, complexity, and ambiguity (VUCA). This framework, originally
developed by the U.S. military, has been widely adopted in business and management
studies to describe the unpredictable nature of the global business landscape.
Volatility: Rapid and unpredictable change in industries due to technological
advancements, shifting consumer preferences, and economic instability.
Uncertainty: Organisations face a lack of clarity regarding future trends, making
long-term planning difficult.
Complexity: Interconnected global markets, regulatory challenges, and digital
transformation create intricate decision-making environments.
Ambiguity: The lack of clear cause-and-effect relationships makes it difficult for
organisations to interpret challenges and develop strategic responses.
The rise of digital communication technologies, especially Web 2.0, has exacerbated
these challenges by enabling rapid information dissemination, altering power dynamics,
and increasing stakeholder expectations. To navigate this environment, organisations
must adopt agile, flexible, and communicative strategies.
2. Changes in the Organisational Environment Due to Interactive Communication
Technologies
2.1 The Changing Landscape of Organisational Communication: Paradigmatic
Shifts
, Overton-De Klerk and Verwey (2013) identify several fundamental shifts in
organisational communication due to Web 2.0 and digital interaction:
1. From Top-Down to Bottom-Up Communication:
o Traditional organisations relied on hierarchical communication, where
executives dictated strategies.
o Digital platforms empower employees and stakeholders to contribute
ideas, fostering inclusivity and decentralised decision-making.
2. From Monologue to Dialogue:
o Previously, corporate communication was one-directional (e.g., press
releases, advertisements).
o Now, engagement occurs through two-way conversations (e.g., social
media, online forums), enhancing transparency and customer
relationships.
3. From Consensus to Dissent:
o Consensus-driven communication aimed to align all members with
organisational goals.
o Today, dissenting voices (e.g., employee activism, public criticism on
social media) influence corporate policies and ethics.
4. From Communication Management to Communication Influence:
o Organisations no longer “manage” communication strictly but influence it
through storytelling, brand narratives, and thought leadership.
5. From Control to Self-Organisation:
o Previously, communication was controlled through strict corporate
policies.
o Interactive technologies enable self-organised teams, user-generated
content, and peer-to-peer collaboration.
6. From Corporate Social Responsibility (CSR) to Accountability:
o CSR once served as a public relations tool.
