Peran Komunikasi dalam Membentuk Budaya Organisasi yang Inklusif di Dinas Komunikasi dan Informatika Kabupaten Sikka
DOI:
https://doi.org/10.30640/digital.v4i4.5431Keywords:
Inclusive Culture, Internal Communication, Organizational Communication, Public Services, Sikka Regency CommunicationAbstract
Communication plays a key role in fostering an inclusive organizational culture at the Sikka Regency Communication and Informatics Office. Effective, open, and two-way communication fosters a work environment that values diverse perspectives, backgrounds, and employee competencies. Through the implementation of structured internal communication strategies—such as transparent information dissemination, dialogue forums, and feedback mechanisms—the organization is able to strengthen collaboration and enhance a sense of belonging among all employees. The use of information technology as a communication tool also expands access and participation in decision-making processes. This inclusive work culture impacts performance, innovation, and the quality of public services. Thus, communication plays a strategic role in building an adaptive, responsive organization that is oriented toward the values of openness and diversity at the Sikka Regency Communication and Informatics Office.
References
Ardianto, D. (2021). Komunikasi organisasi: Teori dan praktik dalam konteks Indonesia. Penerbit Universitas Indonesia.
Eisenberg, E. M., Goodall, H. L., & Trethewey, A. (2020). Organizational communication: Balancing creativity and constraint (8th ed.). Bedford/St. Martin’s.
Ferdman, B. M. (2020). The practice of inclusion in diverse organizations. The Inclusive Organization Series.
Heryanto, B., & Sari, M. P. (2022). Budaya organisasi inklusif dan kinerja karyawan: Studi pada perusahaan publik di Indonesia. Jurnal Manajemen dan Kewirausahaan, 24(1), 45–60.
Keyton, J. (2021). Communication and organizational culture (3rd ed.). SAGE Publications.
Kurniawan, R., & Fitri, S. (2023). Peran kepemimpinan transformasional dalam membangun komunikasi organisasi yang efektif. Jurnal Ilmu Administrasi, 15(2), 112–125.
Nishii, L. H. (2021). The learning imperative for inclusive organizations. The International Journal of Human Resource Management, 32(12), 2501–2520. https://doi.org/10.1080/09585192.2019.1707803
Pace, R. W., & Faules, D. F. (2015). Komunikasi organisasi: Strategi meningkatkan kinerja perusahaan. Remaja Rosdakarya.
Prasetyo, A. B., & Wijaya, C. (2021). Psychological safety dan employee engagement: Mediasi komunikasi organisasi. Jurnal Psikologi Organisasi dan Industri, 8(3), 215–230.
Sari, D. P., & Hartono, B. (2022). Digital transformation dan budaya organisasi: Tantangan dan strategi di era Society 5.0. Jurnal Manajemen Teknologi, 21(1), 78–95.
Setiawan, E., & Novianti, K. (2023). Komunikasi inklusif dalam organisasi publik: Studi kasus di pemerintah daerah. Jurnal Administrasi Publik, 19(2), 156–170.
Suharto, D., & Wulandari, R. (2021). Servant leadership dan organizational citizenship behavior: Peran mediasi komunikasi organisasi. Jurnal Bisnis dan Manajemen, 12(3), 245–260.
Wibowo, A., & Pertiwi, R. (2022). Transformasi digital dan inovasi pelayanan publik: Studi pada Dinas Komunikasi dan Informatika. Jurnal Kebijakan Publik, 13(1), 34–50.
Yulianto, B., & Handayani, S. (2023). Membangun organisasi inklusif melalui komunikasi efektif di era digital. Jurnal Komunikasi Indonesia, 11(2), 89–104.
Zahra, F., & Santoso, B. (2021). Pengaruh komunikasi organisasi terhadap kinerja karyawan dengan budaya organisasi sebagai variabel moderating. Jurnal Ekonomi dan Bisnis, 14(3), 167–182.
Downloads
Published
Issue
Section
License
Copyright (c) 2025 Digital Bisnis: Jurnal Publikasi Ilmu Manajemen dan E-Commerce

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.





