ABSTRACT
Over the past two decades, organisations have increasingly adopted enterprise-wide communication and collaboration platforms. This chapter focuses on how communicators and managers can use internal digital platforms to build culture and facilitate employee voice. Communicators and managers typically have a high level of control over content on the entry point to internal digital platforms. In other words, communicators and managers often control the content that employees first see when they log onto the internal digital platform. For internal digital platforms to engage employees and live up to their potential, researchers have found that culture is the foundation. The cases of Whirlpool and Whirlpool demonstrate the ways communicators can support a high emotional capital culture. Many scholars, practitioners, and technologists view internal digital platforms as potentially increasing two-way communication, transparency, and employee voice. Perhaps most importantly, the Uber communications team committed to two-way communication between managers and employees.
