Organizational listening: a conceptual proposal

This research presents listening as a communication element that must be managed in organizations that face a constantly changing society, and in which it is important to know the opinion of the public that interacts with it. When understood as an intangible asset, listening adds to others of its ki...

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Fecha de publicación:: 2019

Institución:: Universidad de Medellín

Repositorio:: Repositorio UDEM

Idioma:: spa
eng

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repository_id_str
dc.title.eng.fl_str_mv	Organizational listening: a conceptual proposal
dc.title.por.fl_str_mv	A escuta organizacional: uma proposta conceitual
dc.title.spa.fl_str_mv	La escucha organizacional: una propuesta conceptual
title	Organizational listening: a conceptual proposal
spellingShingle	Organizational listening: a conceptual proposal Organizational listening Strategic communication Dialogue Organizational communication Public Intangible asset Feedback Communication strategy Escuta organizacional Comunicação estratégica Diálogo Comunicação organizacional Públicos Intangíveis Retroalimentação Estratégia de comunicação Escucha organizacional Comunicación estratégica Diálogo Comunicación organizacional Públicos Intangibles Retroalimentación Estrategia de comunicación
title_short	Organizational listening: a conceptual proposal
title_full	Organizational listening: a conceptual proposal
title_fullStr	Organizational listening: a conceptual proposal
title_full_unstemmed	Organizational listening: a conceptual proposal
title_sort	Organizational listening: a conceptual proposal
dc.contributor.affiliation.none.fl_str_mv	Claro M., Cecilia; Universidad de los Andes
dc.subject.eng.fl_str_mv	Organizational listening Strategic communication Dialogue Organizational communication Public Intangible asset Feedback Communication strategy
topic	Organizational listening Strategic communication Dialogue Organizational communication Public Intangible asset Feedback Communication strategy Escuta organizacional Comunicação estratégica Diálogo Comunicação organizacional Públicos Intangíveis Retroalimentação Estratégia de comunicação Escucha organizacional Comunicación estratégica Diálogo Comunicación organizacional Públicos Intangibles Retroalimentación Estrategia de comunicación
dc.subject.por.fl_str_mv	Escuta organizacional Comunicação estratégica Diálogo Comunicação organizacional Públicos Intangíveis Retroalimentação Estratégia de comunicação
dc.subject.spa.fl_str_mv	Escucha organizacional Comunicación estratégica Diálogo Comunicación organizacional Públicos Intangibles Retroalimentación Estrategia de comunicación
description	This research presents listening as a communication element that must be managed in organizations that face a constantly changing society, and in which it is important to know the opinion of the public that interacts with it. When understood as an intangible asset, listening adds to others of its kind that become relevant today in institutions, such as reputation, image, identity, corporate responsibility, among others. This study aims to show what are the most relevant features and elements of organizational listening to date. The research was carried out through an analysis that draws from the theory, and that reviews the main contributions from the communication field. As a subject matter, the act of listening does not have a broad body of research to support itself, but it is in development. However, its importance is indirectly inferred from the background analysis in some academic fields. For the purposes of this study, approaches made from strategic communication, public relations, relational marketing and organizational communication are reviewed. On the basis of a theoretical analysis, this research on listening proposes a definition of organizational listening and its most relevant elements as a contribution to the field of communication: Listening belongs to a continuous and systematic process in organizations that requires different instruments to be carried out, which is aimed at knowing the different audiences with which the institution is related, and that should be established as an important factor to be considered so that institutions are sustainable over time.
publishDate	2019
dc.date.accessioned.none.fl_str_mv	2019-10-04T18:45:24Z
dc.date.available.none.fl_str_mv	2019-10-04T18:45:24Z
dc.date.none.fl_str_mv	2019-06-14
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dc.identifier.doi.none.fl_str_mv	https://doi.org/10.22395/angr.v17n34a12
dc.identifier.eissn.none.fl_str_mv	2248-4086
dc.identifier.reponame.spa.fl_str_mv	reponame:Repositorio Institucional Universidad de Medellín
dc.identifier.instname.spa.fl_str_mv	instname:Universidad de Medellín
identifier_str_mv	1692-2522 2248-4086 reponame:Repositorio Institucional Universidad de Medellín instname:Universidad de Medellín
url	http://hdl.handle.net/11407/5416 https://doi.org/10.22395/angr.v17n34a12
dc.language.iso.none.fl_str_mv	spa eng
language	spa eng
dc.relation.none.fl_str_mv	https://revistas.udem.edu.co/index.php/anagramas/article/view/2298
dc.relation.ispartof.none.fl_str_mv	Anagramas Rumbos y Sentidos de la Comunicación
dc.relation.ispartofseries.none.fl_str_mv	Anagramas Rumbos y Sentidos de la Comunicación, Universidad de Medellín; Vol. 17, Núm. 34 (2019)
dc.relation.citationvolume.none.fl_str_mv	17
dc.relation.citationissue.none.fl_str_mv	34
dc.relation.citationstartpage.none.fl_str_mv	239
dc.relation.citationendpage.none.fl_str_mv	253
dc.relation.references.none.fl_str_mv	Allio, M. (2008). Strategic databanks: Design for success. Journal of Business Strategy, 29(1), 13-24. Argenti, P., Howell, R. y Beck, K. (2005). The strategic communication imperative. MIT Sloan Management Review, 46(3), 83. Argenti, P. (2014). Comunicación estratégica y su contribución a la reputación. Madrid: LID Editorial Empresarial. Astudillo, W. y Mendinueta, C. (2005). ¿ Cómo mejorar la comunicación en la fase terminal? Ars Médica, Revista de Ciencias Médicas, 34(2), 61-85. Ballantyne, D. y Varey, R. J. (2008). The service-dominant logic and the future of marketing. Journal of the Academy of Marketing Science, 36(1), 11-14. Bourne, L. y Walker, D. (2005). Visualising and mapping stakeholder influence. Management Decision, 4, 649-660. Botan, C. y Hazleton, V. (2010). Public relations theory II. Londres: Routledge. Botan, C. y Taylor, M. (2004). Publics relations: State of the field. Journal of Communication, 54(4), 645–661. Brunner, B. (2008). Listening, Communication y Trust: Practitioners´Perspectives of Business/Organizational Relationships. International Journal of Listening, 22, 73-82. Bruning, S. D. y Ledingham, J. A. (1998). Relationships between organizations and publics: Development of a multi-dimensional organization-public relationship scale. Public relations review, 25(2), 157-170. Burnside, J. (2011). The dark side of stakeholder communication: Stakeholder perceptions of ineffective organisational listening. Australian Journal of Communication, 38(1), 121–147. Burnside, J. (2012). Listening and participatory communication: A model to assess organization listening competency. International Journal of Listening, 26(2), 102-121. Capriotti, P. (2007). El concepto de relación como fundamento de la naturaleza de los públicos en relaciones públicas. Sphera Pública, (7), 65-80. Recuperado de http://www.redalyc.org/html/297/29720421005/ Caywood, C. (2012). The stakeholder concept. In Strategic Public Relations and Integrated Marketing Communication. Nueva York: McGraw Hill. Cornelissen, J., Durand, R., Fiss, P., Lammers, J. y Vaara, E. (2015). Putting communication front and center in institutional theory and analysis. Academy of Management Review, 40, 1, 10–27. doi.org/10.5465/amr.2014.0381 Cornelissen, J. (2011). Corporate Communication. A guide to theory and Practice (3a Ed. ). Londres: SAGE Publications Ltd. Cooper, L.(1997). Listening competency in the workplace: a model for training. Business Communication Quarterly, 60(4), 75-84. Cumming, J. (2001). Engaging stakeholders in corporate accountability programmes: a cross-sectoral analysis of UK and transnational experience. Business Ethics: A European Review, 10(1), 45–52. Dolphin, R y Fan, Y. (2000).Is corporate communications a strategic function? Management Decision, 38(2), 99–107. doi.org/10.1108/00251740010317450 Falkheimer, J. y Heide, M. (2018). Strategic Communication: An Introduction. S. l.: Amazon. Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Boston: Pitman Publishing Inc. Flynn, J., Valikoski, T. y Grau, J. (2008). Listening in the Business Context: Reviewing the State of Research. International Journal of Listening, 22(2), 141–151. doi.org/10.1080/10904010802174800 Floyd, J. J (1985). Listening: A Practical Approach. Glenview:Scott Foresman. Finne, A y Grönroos, C. (2017). Communication-in-use: customer-integrated marketing communication. European Journal of Marketing, 51(3), 445–463. doi.org/10.1108/ EJM-08-2015-0553 Gao, S. y Zhang, J. (2006). Stakeholder engagement, social auditing and corporate sustainability. Business Process Management Journal, 12(6), 722-740. Glenn, E.(2009). A Content Analysis of Fifty Definitions of Listening. International Listening Association Journal, 3(1), 21–31. doi.org/10.1207/s1932586xijl0301_3 Grönroos, C. y Gummerus, J. (2014). The service revolution and its marketing implications: service logic vs. service-dominant logic. Managing Service Quality, 24(3), 206-229. Grunig, J. E., & Hunt, T. T. (1984). Managing Public Relations CL. J. E. Grunig, & T. Hunt, Managing Public Relations CL. Cengage Learning. Grunig, J. y Hunt, T. (1984). Managing Public Relations CL. Nueva York: Holt McDougal Gutiérrez, E. (2012). Principios de profesionalización para la gestión comunicativa de instituciones. Bases para un nuevo modlo. En E. Peña, P. Pacheco y M. Martínez (Eds.), Comunicación institucional y política (pp. 377–392). Madrid: Fragua. Gutiérrez, E. (2010). ¿Gobierno corporativo y comunicación empresarial. ¿Qué papel cumplen los directores de comunicación en España? Palabra Clave, 13(1), 147–160. Heywood, C. y Smith, J. (2006). Integrating stakeholders during community FM’s early project phases. Facilities, 24, 300-313. Heath, R. et al. (2006). The process of dialogue. Management Communication Quartely, 19(3), 341–375. doi.org/10.1177/0893318905282208 Heath, R. y Coombs, W. (2006). Today’s public relations : an introduction. Nueva York: Sage Publications. Imhof, M., Välikoski, T., Laukkanen, A. y Orlob, K. (2014). Cognition and interpersonal communication: The effect of voice quality on information processing and person perception. Studies in Communication Sciences, 14(1), 37-44. Jakson, K. (2010). Engagement of Organizational Stakeholders in the Process of Formulating Values Statements. Atlantic Journal of Communication, 18, 158–176. doi.org/10.1080/15456871003742138 Kujala, J., Lehtimäki, H. y Myllykangas, P. (2017). Value Co-creation in Stakeholder Relationships: A Case Study. In Stakeholder Engagement: Clinical Research Cases, 46, 15-30. Ledingham, J. y Bruning, S. (1998). Relationship management in public relations: Dimensions of an organization- public relationship. Public Relations Review, 24, 55–65. Lewis, L., Hamel, S. y Richardson, B. (2001). Communicating change to nonprofit stakeholders: Models and predictors of implementers’ approach. Management Communication Quarterly, 15(1), 5–41. Lindberg, Ki y Grönroos, C. (2004). Conceptualising communications strategy from a relational perspective. Industrial Marketing Management, 33, 229–239. doi.org/10.1016/j.indmarman.2003.10.012 Llano, A. (1988). La nueva sensibilidad. Madrid: Universidad de Madrid. Kent, M. y Taylor, M. (2002). Toward a dialogic theory of public relations. Public Relations Review, 28(1), 21–37. Kelly, C.M. (1975). Empathetic listening. En R.L. Applbahum, O.O. Jenson y R. Carroll (Eds.), Speech Communication: A basic Anthology. Nueva York: MacMillan. Maben, S., y Gearhart, C. (2017). Organizational Social Media Accounts: Moving Toward Listening Competency. International Journal of Listening, 32(2), 1–14. doi.org/10.1080/10904018.2017.1330658 Macnamara, J. (2014). Organisational listening: A vital missing element in public communication and the public sphere. Asia Pacific Public Retiones Journal, 15(1), 89–108. Recuperado de https://novaojs.newcastle.edu.au/apprj/index.php/apprj/article/view/45 Macnamara, J. (2016). Organizational listening. The Missing Essential in Public Communication. Nueva York: Peter Lang Publishing. Macnamara, J. (2017). Toward a Theory and Practice of Organizational Listening. International Journal of Listening, 32(1), 1–23. doi.org/10.1080/10904018.2017.1375076 Palmatiere, R. (2008). Relationship Marketing. Cambridge: Marketing Science Institute. Pearson, R. (1989). Business ethics as communication ethics: Public relations practice and the idea of dialogue. Public relations theory, 27(2), 111-131. Pérez, R. (2013). ¿Es su estrategia la misma que la mía? De cómo la NTE convierte a la estrategia en una disciplina para la articulación social. Razón y Palabra, (86), 26-59. Rindova, V. y Fombrun, C. (1999) Constructing competitive advantage: The role of firm-constituent interaction. Strategic Management Journal, 20(8), 691–710. Rogers, C. y Roethlisberger. F.J. (1952). Barriers and Gateways. Harvard Business Review. Recuperado de: https://hbr.org/1991/11/barriers-and-gateways-to-communication Johansen, T. y Nielsen, A. (2011). Strategic stakeholder dialogues: a discursive perspective on relationship building. Corporate Communications: An International Journal, 16(3), 204-217. Taylor, M. y Kent, M. (2014). Dialogic Engagement: Clarifying Foundational Concepts. Journal of Public Relations Research, 26(5), 384–398. Theunissen, P. y Noordin, W. (2012). Revisiting the concept “dialogue” in public relations. Public Relations Review, 38(1), 5–13.
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spelling	2019-06-142019-10-04T18:45:24Z2019-10-04T18:45:24Z1692-2522http://hdl.handle.net/11407/5416https://doi.org/10.22395/angr.v17n34a122248-4086reponame:Repositorio Institucional Universidad de Medellíninstname:Universidad de MedellínThis research presents listening as a communication element that must be managed in organizations that face a constantly changing society, and in which it is important to know the opinion of the public that interacts with it. When understood as an intangible asset, listening adds to others of its kind that become relevant today in institutions, such as reputation, image, identity, corporate responsibility, among others. This study aims to show what are the most relevant features and elements of organizational listening to date. The research was carried out through an analysis that draws from the theory, and that reviews the main contributions from the communication field. As a subject matter, the act of listening does not have a broad body of research to support itself, but it is in development. However, its importance is indirectly inferred from the background analysis in some academic fields. For the purposes of this study, approaches made from strategic communication, public relations, relational marketing and organizational communication are reviewed. On the basis of a theoretical analysis, this research on listening proposes a definition of organizational listening and its most relevant elements as a contribution to the field of communication: Listening belongs to a continuous and systematic process in organizations that requires different instruments to be carried out, which is aimed at knowing the different audiences with which the institution is related, and that should be established as an important factor to be considered so that institutions are sustainable over time.A presente pesquisa apresenta a escuta como um elemento da comunicação que deve ser administrado nas organizações que enfrentam uma sociedade em constante mudança e na qual é importante conhecer a opinião dos públicos que interagem com ela. A escuta, entendida como um intangível, soma-se a outros pontos que atualmente ganham relevância nas instituições, como a reputação, a imagem, a identidade, a responsabilidade das corporações, entre outros. Este estudo pretende mostrar quais são, até o momento, as características e elementos mais relevantes da escuta organizacional. A pesquisa é feita por meio de uma análise efetuada a partir da teoria e que resenha as principais colaborações realizadas a partir da disciplina da comunicação. A escuta como tema de indagação não apresenta um corpo de pesquisa amplo para poder sustentar suas bases, mas está em desenvolvimento. No entanto, sua importância é inferida diretamente a partir da análise de antecedentes em algumas correntes disciplinares. Para efeito deste estudo, foram revisadas proposições feitas a partir da comunicação estratégica, das relações públicas, do marketing relacional e da comunicação organizacional. A partir da análise teórica, esta pesquisa sobre a escuta propõe como colaboração à disciplina da comunicação uma definição do que é a escuta organizacional e quais são os elementos mais relevantes: a escuta faz parte de um processo contínuo e sistemático nas organizações, que requer diferentes instrumentos para ser realizado, que busca conhecer os diferentes públicos com que a instituição se relaciona e que deve ser um fator importante a ser considerado de modo que as instituições sejam sustentáveis no tempo.La presente investigación presenta a la escucha como un elemento de la comunicación que debe ser gestionado en las organizaciones que se enfrentan a una sociedad en cambio constantemente y en la que es importante conocer la opinión de los públicos que con ella interactúan. La escucha entendida como un intangible se suma a otros que hoy cobran relevancia en las instituciones como son la reputación, la imagen, la identidad y la responsabilidad de las corporaciones, entre otros. Este estudio pretende mostrar cuáles son hasta la fecha las características y elementos más relevantes de la escucha organizacional. La investigación se hace a través de un análisis que se efectúa desde la teoría y que reseña las principales aportaciones realizadas a partir de la disciplina de la comunicación. La escucha como tema de indagación no presenta un cuerpo de investigación amplio desde donde sustentar sus bases, pero sí está en desarrollo. Sin embargo, su importancia se infiere de manera indirecta a partir del análisis de antecedentes en algunas corrientes disciplinares. Para efectos de este estudio se revisan planteamientos realizados desde la comunicación estratégica, las relaciones públicas, el marketing relacional y la comunicación organizacional. A partir del análisis teórico, esta investigación sobre la escucha propone como aporte a la disciplina de la comunicación una definición de lo que es la escucha organizacional y cuáles son los elementos que se consideran más relevantes: la escucha forma parte de un proceso continuo y sistemático en las organizaciones que requiere de diferentes instrumentos para poder realizarse, que está orientado a conocer los diferentes públicos con los que se relaciona la institución y que debe constituirse como un factor importante a considerar de modo de que las instituciones sean sustentables en el tiempo.https://revistas.udem.edu.co/index.php/anagramas/article/view/2298application/pdfPDFp. 239-253ElectrónicospaengUniversidad de MedellínFacultad de Comunicaciónhttps://revistas.udem.edu.co/index.php/anagramas/article/view/2298Anagramas Rumbos y Sentidos de la ComunicaciónAnagramas Rumbos y Sentidos de la Comunicación, Universidad de Medellín; Vol. 17, Núm. 34 (2019)1734239253Allio, M. (2008). Strategic databanks: Design for success. Journal of Business Strategy, 29(1), 13-24.Argenti, P., Howell, R. y Beck, K. (2005). The strategic communication imperative. MIT Sloan Management Review, 46(3), 83.Argenti, P. (2014). Comunicación estratégica y su contribución a la reputación. Madrid: LID Editorial Empresarial.Astudillo, W. y Mendinueta, C. (2005). ¿ Cómo mejorar la comunicación en la fase terminal? Ars Médica, Revista de Ciencias Médicas, 34(2), 61-85.Ballantyne, D. y Varey, R. J. (2008). The service-dominant logic and the future of marketing. Journal of the Academy of Marketing Science, 36(1), 11-14.Bourne, L. y Walker, D. (2005). Visualising and mapping stakeholder influence. Management Decision, 4, 649-660.Botan, C. y Hazleton, V. (2010). Public relations theory II. Londres: Routledge.Botan, C. y Taylor, M. (2004). Publics relations: State of the field. Journal of Communication, 54(4), 645–661.Brunner, B. (2008). Listening, Communication y Trust: Practitioners´Perspectives of Business/Organizational Relationships. International Journal of Listening, 22, 73-82.Bruning, S. D. y Ledingham, J. A. (1998). Relationships between organizations and publics: Development of a multi-dimensional organization-public relationship scale. Public relations review, 25(2), 157-170.Burnside, J. (2011). The dark side of stakeholder communication: Stakeholder perceptions of ineffective organisational listening. Australian Journal of Communication, 38(1), 121–147.Burnside, J. (2012). Listening and participatory communication: A model to assess organization listening competency. International Journal of Listening, 26(2), 102-121.Capriotti, P. (2007). El concepto de relación como fundamento de la naturaleza de los públicos en relaciones públicas. Sphera Pública, (7), 65-80. Recuperado de http://www.redalyc.org/html/297/29720421005/Caywood, C. (2012). The stakeholder concept. In Strategic Public Relations and Integrated Marketing Communication. Nueva York: McGraw Hill.Cornelissen, J., Durand, R., Fiss, P., Lammers, J. y Vaara, E. (2015). Putting communication front and center in institutional theory and analysis. Academy of Management Review, 40, 1, 10–27. doi.org/10.5465/amr.2014.0381Cornelissen, J. (2011). Corporate Communication. A guide to theory and Practice (3a Ed. ). Londres: SAGE Publications Ltd.Cooper, L.(1997). Listening competency in the workplace: a model for training. Business Communication Quarterly, 60(4), 75-84.Cumming, J. (2001). Engaging stakeholders in corporate accountability programmes: a cross-sectoral analysis of UK and transnational experience. Business Ethics: A European Review, 10(1), 45–52.Dolphin, R y Fan, Y. (2000).Is corporate communications a strategic function? Management Decision, 38(2), 99–107. doi.org/10.1108/00251740010317450Falkheimer, J. y Heide, M. (2018). Strategic Communication: An Introduction. S. l.: Amazon.Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Boston: Pitman Publishing Inc.Flynn, J., Valikoski, T. y Grau, J. (2008). Listening in the Business Context: Reviewing the State of Research. International Journal of Listening, 22(2), 141–151. doi.org/10.1080/10904010802174800Floyd, J. J (1985). Listening: A Practical Approach. Glenview:Scott Foresman.Finne, A y Grönroos, C. (2017). Communication-in-use: customer-integrated marketing communication. European Journal of Marketing, 51(3), 445–463. doi.org/10.1108/ EJM-08-2015-0553Gao, S. y Zhang, J. (2006). Stakeholder engagement, social auditing and corporate sustainability. Business Process Management Journal, 12(6), 722-740.Glenn, E.(2009). A Content Analysis of Fifty Definitions of Listening. International Listening Association Journal, 3(1), 21–31. doi.org/10.1207/s1932586xijl0301_3Grönroos, C. y Gummerus, J. (2014). The service revolution and its marketing implications: service logic vs. service-dominant logic. Managing Service Quality, 24(3), 206-229.Grunig, J. E., & Hunt, T. T. (1984). Managing Public Relations CL. J. E. Grunig, & T. Hunt, Managing Public Relations CL. Cengage Learning.Grunig, J. y Hunt, T. (1984). Managing Public Relations CL. Nueva York: Holt McDougalGutiérrez, E. (2012). Principios de profesionalización para la gestión comunicativa de instituciones. Bases para un nuevo modlo. En E. Peña, P. Pacheco y M. Martínez (Eds.), Comunicación institucional y política (pp. 377–392). Madrid: Fragua.Gutiérrez, E. (2010). ¿Gobierno corporativo y comunicación empresarial. ¿Qué papel cumplen los directores de comunicación en España? Palabra Clave, 13(1), 147–160.Heywood, C. y Smith, J. (2006). Integrating stakeholders during community FM’s early project phases. Facilities, 24, 300-313.Heath, R. et al. (2006). The process of dialogue. Management Communication Quartely, 19(3), 341–375. doi.org/10.1177/0893318905282208Heath, R. y Coombs, W. (2006). Today’s public relations : an introduction. Nueva York: Sage Publications.Imhof, M., Välikoski, T., Laukkanen, A. y Orlob, K. (2014). Cognition and interpersonal communication: The effect of voice quality on information processing and person perception. Studies in Communication Sciences, 14(1), 37-44.Jakson, K. (2010). Engagement of Organizational Stakeholders in the Process of Formulating Values Statements. Atlantic Journal of Communication, 18, 158–176. doi.org/10.1080/15456871003742138Kujala, J., Lehtimäki, H. y Myllykangas, P. (2017). Value Co-creation in Stakeholder Relationships: A Case Study. In Stakeholder Engagement: Clinical Research Cases, 46, 15-30.Ledingham, J. y Bruning, S. (1998). Relationship management in public relations: Dimensions of an organization- public relationship. Public Relations Review, 24, 55–65.Lewis, L., Hamel, S. y Richardson, B. (2001). 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Public Relations Review, 38(1), 5–13.http://creativecommons.org/licenses/by-nc/4.0http://purl.org/coar/access_right/c_abf2Anagramas Rumbos y Sentidos de la Comunicación; Vol. 17 Núm. 34 (2019): Enero-Junio; 239-253Organizational listeningStrategic communicationDialogueOrganizational communicationPublicIntangible assetFeedbackCommunication strategyEscuta organizacionalComunicação estratégicaDiálogoComunicação organizacionalPúblicosIntangíveisRetroalimentaçãoEstratégia de comunicaçãoEscucha organizacionalComunicación estratégicaDiálogoComunicación organizacionalPúblicosIntangiblesRetroalimentaciónEstrategia de comunicaciónOrganizational listening: a conceptual proposalA escuta organizacional: uma proposta conceitualLa escucha organizacional: una propuesta conceptualClaro M., Cecilia; Universidad de los AndesClaro M., CeciliaComunidad Universidad de MedellínLat: 06 15 00 N degrees minutes Lat: 6.2500 decimal degreesLong: 075 36 00 W degrees minutes Long: -75.6000 decimal degreesMedellíninfo:eu-repo/semantics/articlehttp://purl.org/coar/version/c_970fb48d4fbd8a85http://purl.org/coar/resource_type/c_2df8fbb1ORIGINALAnagramas_337.pdfAnagramas_337.pdfArtículoapplication/pdf840783http://repository.udem.edu.co/bitstream/11407/5416/1/Anagramas_337.pdff5975d70603790f2f0178724a343a6fdMD51Anagramas_337_infografia_esp.pdfAnagramas_337_infografia_esp.pdfInfografía en españolapplication/pdf299705http://repository.udem.edu.co/bitstream/11407/5416/2/Anagramas_337_infografia_esp.pdf5c5490f17226266e03551f57e0920057MD52Anagramas_337_infografia_ing.pdfAnagramas_337_infografia_ing.pdfInfografía en inglésapplication/pdf299197http://repository.udem.edu.co/bitstream/11407/5416/3/Anagramas_337_infografia_ing.pdfee92a05d13d5353e898e1eb0eaa11e1cMD53THUMBNAILAnagramas_337.pdf.jpgAnagramas_337.pdf.jpgIM Thumbnailimage/jpeg7120http://repository.udem.edu.co/bitstream/11407/5416/4/Anagramas_337.pdf.jpg208b8419d1d69574f92291202a50eb7bMD54Anagramas_337_infografia_esp.pdf.jpgAnagramas_337_infografia_esp.pdf.jpgIM Thumbnailimage/jpeg12717http://repository.udem.edu.co/bitstream/11407/5416/5/Anagramas_337_infografia_esp.pdf.jpg802c483edbba45679d3725d16ef27aeeMD55Anagramas_337_infografia_ing.pdf.jpgAnagramas_337_infografia_ing.pdf.jpgIM Thumbnailimage/jpeg12646http://repository.udem.edu.co/bitstream/11407/5416/6/Anagramas_337_infografia_ing.pdf.jpgd7358dc76aae04f48d150c0500e72149MD5611407/5416oai:repository.udem.edu.co:11407/54162019-11-13 23:00:29.879Repositorio Institucional Universidad de Medellinrepositorio@udem.edu.co

Organizational listening: a conceptual proposal

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