The Influence of Internal Communication Performance in Merged Companies between BUMD and The Private Sector on Organizational Performance

Abstract

Internal communication, stakeholder analysis, and post-acquisition integration are important factors that affect the effectiveness of an organization in a post-acquisition environment. In the context of private acquisition by BUMDs, organizational cultural differences often create barriers to communication and coordination between stakeholders. This research aims to analyze the classification of internal stakeholders and examine the conditions and differences in the effectiveness of internal communication in organizations after the acquisition of private companies by Regionally Owned Enterprises (BUMD). This study used a mixed-method approach with stakeholder analysis based on power–interest matrix and power–legitimacy–urgency (PLU), and is complemented by communication channel analysis. Data was collected through a questionnaire validated by five experts who had first-hand experience in project management. The results of the study show that stakeholders are divided into four main categories, namely key players, keep satisfied, keep informed, and minimal effort, with dominance at the operational level. PLU's analysis shows that stakeholders at the managerial level have the highest level of priority. The communication pattern combines interactive and one-way communication, with interactive communication dominating among key players. However, the keep satisfied category showed the highest communication effectiveness, while key players demonstrated relatively lower effectiveness across several dimensions. Furthermore, new stakeholders (PT E) in strategic positions exhibited suboptimal communication effectiveness compared to old stakeholders (PT W), indicating a communication gap in the organizational integration process.