Laboratoire de recherche en Management, Marketing et Communication, Hassan First University, National School of Business and Management, Settat, Morocco
This paper presents a unique case study focusing on a Moroccan insurance company. It looks at how internal communication is being digitized within this company and identifies the digital channels used for this communication, the benefits they offer, and the challenges they may pose. The data collected came from 15 thematic semi-structured interviews.
The results of this case study reflect a nuance that recognizes both the benefits and limitations of digitalizing internal communication. They suggest that digital and face-to-face internal communication should not be considered as alternatives to each other. Furthermore, our results highlight the importance of turning away from generational stereotypes and instead recognizing the significant contribution of employees to the success of the transformation, including their commitment, adaptability and expertise. However, given the focus of this study on a single case, it is important to note that the results cannot be generalized to other contexts without further investigation. Thus, additional research is needed to confirm and extend the findings to other companies and contexts.
The purpose of this article is to explore the theoretical and practical implications of pragmatic philosophy in management science research. It highlights the fact that this philosophy provides multiple explanations and interpretations for management science and emphasizes its use of both objective and subjective criteria. Referring to the fact that there is no one appropriate philosophy and thus researchers can adopt more than one philosophy, pragmatism argues that it is possible to work with variations in epistemology.
In a context of increasing globalisation, the working life cycle of individuals is changing, so companies are required to seek measures to deal with the effects that can be caused by the instability of their environment.
If the company manages to master the dimensions of technological, organizational or financial flexibility, it is less true of its social flexibility. The latter is closely linked to the adaptability, personal self-questioning and learning capacities that its employees can develop.
Employability is a new variable in HRM that allows companies to provide jobs for their employees. It is a great opportunity for both staff and companies. By developing HR skills, companies will at all times have the skills they need to meet market demands and strengthen their performance.
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