dc.contributor.authorAcosta Rubio, Zamira
dc.contributor.authorFebles Acosta, Jaime
dc.contributor.authorBanaitis, Audrius
dc.contributor.authorFerreira, Fernando A. F.
dc.contributor.otherEkonomická fakultacs
dc.description.abstractBusiness organizations and management encompass a wide range of aspects requiring research and analysis. Two key issues are communications management and employee participation promotion within firms. This study focused on the variables of communication and participation in organizational structure, business decision making, transmission of orders, supervision, and control in small and micro-enterprises in the Canary Islands, Spain. The research examined the two variables’ ability to generate increased involvement in and employee identification with their firm. The analytical framework applied sought to investigate Canarian managers’ criteria and priorities regarding using communication and participation as management tools. The methodology included the Rasch analysis technique. The study analyses seven variables considered relevant in relation to communication that are communication between management and workers, fluid and informal communication, use of information technology in internal communication, access of all workers to new information technology, linking/relationship systems between units of the same level, linking/relationship systems between units of different levels and the existence of information disseminated as a tool. Likewise, among the variables related to participation, twelve variables recognized as relevant in the literature are analysed. These variables are setting specific objectives for workers, individual initiative, cooperation, decentralization of decision making, control, participation in decision making, participation in setting objectives, workers' autonomy in decision making when carrying out their work, initiative in their work, control of their work, commitment and involvement of managers in daily work and delegation of authority to lower levels. The predominance of small businesses, in many cases managed by their owners, allows us to appreciate a vertical communication based on direct supervision, from top to bottom. The results reveal a poorly balanced combination of communication and participation systems in Canarian firms. These marked imbalances have consequences for managers’ coordination mechanisms and potential for effectively managing their firms.en
dc.publisherTechnická Univerzita v Libercics
dc.publisherTechnical university of Liberec, Czech Republicen
dc.relation.isbasedonAdamska, M. (2020). Practical application of forms and tools of marketing communication in the SME sector. E&M Economics and Management, 23(2), 193–209.
dc.relation.isbasedonAláez, M. (2001). Innovación y tamaño de empresa. Madrid: Dykinson.
dc.relation.isbasedonAndrich, D. (1978a). Application of a psychometric rating model to ordered categories which are scored with successive integers. Applied Psychological Measurement, 2(4), 581–594.
dc.relation.isbasedonAndrich, D. (1978b). A rating formulation for ordered response categories. Psychometrika, 43, 561–573.
dc.relation.isbasedonAndrich, D. (1988). Rasch Models for Measurement. Newbury Park, CA: SAGE Publications.
dc.relation.isbasedonAndrich, D., & Marais, I. (2005). Instrument design with Rasch IRT and data analysis I (Unit Materials EDU, 435/635). Perth: Murdoch University.
dc.relation.isbasedonBond, T., & Fox, C. (2015). Applying the Rasch Model: Fundamental Measurement in the Human Sciences (3rd ed.). New York, NY: Routledge.
dc.relation.isbasedonBrown, J., & Duguid, P. (1991). Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40–57.
dc.relation.isbasedonBurns, T., & Stalker, G. (1994). The Management of Innovation (Revised ed.). Oxford: Oxford University Press.
dc.relation.isbasedonCarballo, R. (1999). Innovando en la empresa. Hacia un modelo innovador de dirección empresarial. Barcelona: Ediciones Gestión 2000.
dc.relation.isbasedonCarnall, C. (1991). Managing Change. Routledge.
dc.relation.isbasedonDyer, J., Gregersen, H., & Christensen, C. (2012). El ADN del innovador. Claves para dominar las cinco habilidades que necesitan los innovadores. Barcelona: Ediciones Deusto. Original version in English (2011): The Innovator’s DNA. Boston: Harvard Business Review Press.
dc.relation.isbasedonEuropean Commission. (2003a). The costs and benefits of diversity. Brussels: European Commission.
dc.relation.isbasedonEuropean Commission. (2003b). Commission Recommendation of 6 May 2003 concerning the definition of micro, small and medium-sized enterprises (JOL_2003_124_R_0036_01). Brussels: European Commission.
dc.relation.isbasedonFrahm, J., & Brown, K. (2007). First steps: linking change communication to change receptivity. Journal of Organizational Change Management, 20(3), 370–387.
dc.relation.isbasedonFuller, J., Marler, L., & Hester, K. (2006). Promoting felt responsibility for constructive change and proactive behaviour: exploring aspects of an elaborated model of work design. Journal of Organizational Behavior, 27(8), 1089–1120.
dc.relation.isbasedonGarcía Rubiano, M., Rubio, P., & Bravo, L. (2007). Relación entre los factores de riesgo psicosocial y la resistencia al cambio organizacional en personal de seguridad de una empresa del sector económico terciario. Diversitas: Perspectivas En Psicología, 3(2), 301–315.
dc.relation.isbasedonGergen, K., & Thatchenkery, T. (1996). Developing dialogue for discerning differences. The Journal of Applied Behavioral Science, 32(4), 428–433.
dc.relation.isbasedonGonzález, M. (2008). El análisis de reactivos con el modelo de Rasch. Manual técnico A (Serie: Medición y metodología). Sonora: Universidad de Sonora, Instituto Nacional para la Evaluación de la Educación. Retrieved on June 7, 2021, from
dc.relation.isbasedonGrandien, C., & Johansson, C. (2012). Institutionalization of communication management: A theoretical framework. Corporate Communications: An International Journal, 17(2), 209–227.
dc.relation.isbasedonGroen, B., Wouters, M., & Wilderom, C. (2017). Employee participation, performance metrics, and job performance: A survey study based on self-determination theory. Management Accounting Research, 36, 51–66.
dc.relation.isbasedonHamel, G. (1998). Innovación estratégica y creación de valor. Harvard Deusto Business Review, 84, 6–13.
dc.relation.isbasedonHernández Sampieri, R., Fernández Collado, C., & Baptista Lucio, P. (2014). Metodología de la investigación (6th ed.). Bogota: McGraw-Hill Interamericana.
dc.relation.isbasedonInstituto Nacional de Estadística. (2021a). Empresas por CCAA, actividad principal (grupos CNAE 2009) y estrato de asalariados (antigua estratificación). Canarias (En empresas activas, resultados por comunidades autónomas. Serie 2008–2020). Madrid: Instituto Nacional de Estadística. Retrieved July 5, 2021, from
dc.relation.isbasedonInstituto Nacional de Estadística. (2021b). Empresas por CCAA, actividad principal (grupos CNAE 2009) y estrato de asalariados (antigua estratificación). Total nacional (En empresas activas, resultados por comunidades autónomas. Serie 2008–2020). Madrid: Instituto Nacional de Estadística. Retrieved July 5, 2021, from
dc.relation.isbasedonJo, S., & Shim, S. (2005). Paradigm shift of employee communication: The effect of management communication on trusting relationships. Public Relations Review, 31(2), 277–280.
dc.relation.isbasedonJohansson, C., & Ottestig, A. (2011). Communication executives in a changing world: Legitimacy beyond organizational borders. Journal of Communication Management, 15(2), 144–164.
dc.relation.isbasedonKotter, J. (2012). Leading Change. Boston, MA: Harvard Business Review Press.
dc.relation.isbasedonKotter, J., & Schlesinger, L. (1980). La elección de estrategias para el cambio. Harvard-Deusto Business Review, 2, 35–42.
dc.relation.isbasedonLee, Y., & Kim, J. (2021). Cultivating employee creativity through strategic internal communication: The role of leadership, symmetry, and feedback seeking behaviors. Public Relations Review, 47(1), 101998.
dc.relation.isbasedonLemon, L., & Towery, N. (2020). The case for internal communication: An investigation into consortia forming. Corporate Communications, 26(3), 541–556.
dc.relation.isbasedonLies, J. (2012). Internal communication as power management in change processes: Study on the possibilities and the reality of change communications. Public Relations Review, 38(2), 255–261.
dc.relation.isbasedonLinacre, J. (2002). What do infit and outfit mean-square and standardized mean. Rasch Measurements Transactions, 16(2), 878.
dc.relation.isbasedonLinacre, J. (2009). Winsteps: Rasch measurement computer program. Chicago, IL:
dc.relation.isbasedonMarrow, A., Bowers, D., & Seashore, S. (1967). Management by participation: Creating a climate for personal and organizational development. New York, NY: Harper & Row.
dc.relation.isbasedonMazzei, A., Kim, J., & Dell’Oro, C. (2012). Strategic Value of Employee Relationships and Communicative Actions: Overcoming Corporate Crisis with Quality Internal Communication. International Journal of Strategic Communication, 6(1), 31–44.
dc.relation.isbasedonMcMurry, R. (1980). El problema de la resistencia al cambio en la industria. In A. C. Bartlett and T. A. Kayser (Eds.), Cambio de la conducta organizacional (pp. 450–456). México: Trillas.
dc.relation.isbasedonMelchior, M. (1999). Aplicaciones del modelo GEPS. In J. Oreja (Ed.), El impacto del entorno en las actividades empresariales (El caso de la empresa en Canarias) (pp. 87–119). Santa Cruz de Tenerife: Instituto Universitario de la Empresa y Fundación Formación y Desarrollo Empresarial FYDE-CajaCanarias.
dc.relation.isbasedonMintzberg, H. (1990). The Structuring of Organizations. London: Prentice-Hall.
dc.relation.isbasedonMintzberg, H. (1997). Diseño de organizaciones eficientes. Buenos Aires: El Ateneo.
dc.relation.isbasedonMorgan, D., & Zeffane, R. (2003). Employee involvement, organizational change and trust in management. The International Journal of Human Resource Management, 14(1), 55–75.
dc.relation.isbasedonNemeth, C. (1997). Managing innovation: When less is more. California Management Review, 40(1), 59–74.
dc.relation.isbasedonNunnally, J., & Bernstein, I. (1994). Psychometric Theory (3rd ed.). New York, NY: McGraw-Hill.
dc.relation.isbasedonObservatorio Nacional de las Telecomunicaciones y de la Sociedad de la información. (2020). Informe e-pyme 2019. Análisis sectorial de implantación de las TIC en las empresas españolas. Madrid: ONTSI. Retrieved October 27, 2020, from
dc.relation.isbasedonOrdóñez, R. (2011). Cambio, creatividad e innovación. Desafio y respuesta. Buenos Aires: Ediciones Granica.
dc.relation.isbasedonOreja, J. (2005). Introducción a la medición objetiva en economía, administración y dirección de empresas: el Modelo de Rasch (Serie Estudios 2005/47). Santa Cruz de Tenerife: Instituto Universitario de la Empresa (IUDE), de la Universidad de la Laguna.
dc.relation.isbasedonOreja, J. (2015). Mediciones, posicionamientos y diagnósticos competitivos. Fundación Formación y Desarrollo Empresarial FYDE-CajaCanarias, Caixa (Colección e-Book nº 9). Santa Cruz de Tenerife.
dc.relation.isbasedonOreja, J., Acosta, Z., Febles, J., Melchior, M., & Yanes, V. (2002). Organización de empresas. Santa Cruz de Tenerife: Ediciones Xerach.
dc.relation.isbasedonPlant, R. (1991). La dirección del cambio en la empresa. Barcelona: Ediciones Gestión 2000.
dc.relation.isbasedonPonti, F. (2009). Innovación. 7 movimientos para construir una empresa innovadora. Barcelona: Granica.
dc.relation.isbasedonPrieto, F., Zornoza, A., & Peiró, J. (1997). Nuevas tecnologías de la información en la empresa. Una perspectiva psicosocial. Madrid: Pirámide.
dc.relation.isbasedonRasch, G. (1980). Probabilistic Models for Some Intelligence and Attainment Tests (expanded ed.). Chicago: The University of Chicago Press.
dc.relation.isbasedonSadeghi, M., & Razavi, M. (2020). Organizational silence, organizational commitment and creativity: The case of directors of Islamic Azad University of Khorasan Razavi. European Review of Applied Psychology, 70(5), 100557.
dc.relation.isbasedonSubramaniam, C., Ismail, S., Durdyev, S., Wan Mohd Rani, W., Bakar, N., & Banaitis, A. (2021). Overcoming the project communications management breakdown amongst foreign workers during the COVID-19 pandemic in biophilia inveigled construction projects in Malaysia. Energies, 14(16), 4790.
dc.relation.isbasedonTaylor, M. (2010). Toward a holistic organizational approach to understanding crisis. In W. T. Coombs, & S. J. Holladay (Eds.), The Handbook of Crisis Communication (pp. 98–704). Malden, MA: Blackwell Publishing.
dc.relation.isbasedonVan Dam, K., Oreg, S., & Schyns, B. (2008). Daily work contexts and resistance to organizational change: The role of leader-member exchange, development climate, and change process characteristics. Applied Psychology, 57(2), 313–334.
dc.relation.isbasedonWaddell, D., & Sohal, A. (1998). Resistance: A constructive tool for change management. Management Decision, 36(8), 543–548.
dc.relation.isbasedonYang, D., Chen, X., Ma, B., & Wei, H. (2022). When can interaction orientation create more service value? The moderating role of frontline employees’ trust in managers and employee deep acting. Journal of Retailing and Consumer Services, 65, 102841.
dc.relation.ispartofEkonomie a Managementcs
dc.relation.ispartofEconomics and Managementen
dc.rightsCC BY-NC
dc.subjectCanary Islandsen
dc.subjectRasch modelen
local.facultyFaculty of Economics
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
707.8 KB
Adobe Portable Document Format