A Qualitative Exploration of Internal Crisis Communication (ICC): Managerial Strategies and Framework Development

Internal Crisis Communication (ICC) is crucial for managing crises within high-risk industries, yet research has predominantly focused on external crisis communication. This study explores ICC from a managerial perspective, emphasizing its antecedents and consequences in the high-risk power generation sector in Malaysia. A qualitative approach was adopted, involving in-depth interviews with 10 managers from the power generation sector. Purposeful sampling ensured participants had crisis management experience. Data were collected using semi-structured interviews and analyzed using NVivo 14 software. Deductive content analysis was employed to identify themes related to ICC’s antecedents, consequences, and strategic implementation. Findings indicate that ICC is influenced by safety culture, work engagement, managerial use of internal social media, and leadership effectiveness. Effective ICC enhances perceived employee commitment and organizational performance, fostering resilience during crises. Challenges include communication bottlenecks, hierarchical barriers, and limited engagement in decision-making. The study highlights the role of structured ICC frameworks in improving crisis preparedness and response. This study refines ICC by providing empirical validation of its conceptual framework in a high-risk sector. It underscores the importance of strategic communication, managerial responsiveness, and digital engagement tools in crisis management. Organizations should integrate ICC into corporate strategies to enhance operational stability and employee trust. Future research should explore quantitative validation and industry-specific ICC best practices.