The Future of Internal Communication: Voices, Technologies, and Sense of Belonging at Work

Introduction

The emergence of AI-mediated channels and remote/hybrid working, as well as the increasing need for voice and inclusion in the workspace, have changed internal communications dramatically (Magrizos et al, 2023; Yue et al, 2024). AI chatbots, virtual assistants, and AI-powered collaboration platforms are just a few of the new tools that have made it possible for employees to communicate more quickly and individually. These digital technologies are used by responsible managers to improve teamwork, employee performance and well-being (Poirier & Gelin, 2024). At the same time, previous research has highlighted the importance of developing effective internal communications practices in enhancing voice and inclusion in the workspace (Sadham, 2024). In fact, previous authors have indicated the significant challenges of using AI and other digital tools to facilitate effective and ethical internal communications (e.g. Neil & Kang, 2024) as well as the need to use new digital technologies to ensure that employees feel heard, valued, and engaged in organizational dialogue (Magrizos et al., 2023; Yue et al., 2024).

This special issue will contribute to the existing literature by providing insights on how to improve the use of technology in internal communications to create a sense of belonging and enhance voice and inclusion. It will also provide evidence on how ethical implementation of AI and other digital technologies can be implemented to improve internal communications. In general, it is widely accepted that internal communication quality improves employees’ trust, well-being and sense of belonging, especially during periods of crisis (Qin & Men 2023; Poirier & Gelin, 2024). This special issue, therefore, attempts to answer to the achievement of UN Sustainable Development Goals, particularly SDG 8 (Decent Work and Economic Growth) by promoting fair and ethical internal communications, SDG 10 (Reduced Inequalities) through the facilitation of inclusive and ethical internal communications, and SDG 3 (Good Health and Well-Being) by identifying internal communications practices that improve organisational culture and employees’ well-being.

The man aim of the issue is to contribute to the literature of internal communications by offering a novel approach on internal communication through the exploration of the intersection of voice, technology, and sense of belonging. This intersection has, surprisingly, been understudied in the relevant literature despite its growing significance for companies and organisations. In fact, so far very few studies have examined how digital transformation, AI tools, and hybrid work alter the emotional and relational fabric of organisational life (e.g. Zytnik, 2024). Although earlier research has focused extensively on employee engagement or internal communication effectiveness (e.g. Mishra et al, 2014), only a few studies have examined how internal communications can reshape an organisation by acting as a purposeful, human-centred system that mediates trust, inclusion, and identity in technologically sophisticated workplaces.

For this special issue we welcome papers from all scientific fields and all methodological backgrounds, including conceptual, review, qualitative, or quantitative contributions.

List of suggested topic areas

• Insights on how the use of technology can enhance organisational mechanisms of upwards and downwards communication, feedback and expression of new ideas.
• Research on the intersection of employee trust, belonging, and inclusion.
• Internal communication and psychological safety in hybrid /online teams.
• Effect of internal communication on employee well-being.
• Evidence on how can internal communications facilitate the improvement of psychological aspects of employees work life, such us fairness, trust, sense of belonging and inclusion?
• Elaboration on the role of AI and digital tools in managing employee relationships.
• Suggestions on the role of AI and other digital tools in ethical performance management.
• Empirical evidence on how the use of AI and other digital tools can enhance employees’ well-being in hybrid/remote teams.  
• New methodologies for studying internal communication

Submissions Information

Submissions are made using ScholarOne Manuscripts. Registration and access are available at: https://mc.manuscriptcentral.com/ccij

Author guidelines must be strictly followed. Please see: https://www.emeraldgrouppublishing.com/journal/ccij#jlp_author_guidelines

Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to "Please select the issue you are submitting to."

Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.

Key deadlines

Opening date for manuscripts submission: 01/12/2025
Closing date for manuscripts submission: 01/06/2026